This article presents the characteristics of the PCIS (Social Innovation Scientific Parks) management model, describing its characteristics in terms of its action as agent of the innovation ecosystem framed by the enormous complexity that the concept of social innovation imprints on each of its fronts. It explains how the transformation of communities becomes the cornerstone of its management model, be it either based on the identification of new responses, processes, skills and forms of participation for the solution of social problems, or based on the promotion of new and more efficient governance strategies grounded on the interaction with a variety of local and global agents of knowledge management understood as the "collective learning".