Balancing Competing Logics in For-Profit Social Enterprises: A Need for Hybrid Governance

‘Changing the System’: Compensatory versus Transformative Social Entrepreneurship

“…The discourse includes how not-for-profit organizations need to evolve to be more entrepreneurial in order to be more financially self-sustainable (Boschee 2006). Issues of dual identity and the hybrid governance of competing pressures of money versus mission are central concerns (Bruneel et al 2016). Scaling of impact is a key goal of CSE (Dees, Anderson, and Wei-Skillern 2004), which is a compensatory sub-system within a larger system of mainstream economics.…”

Social entrepreneurship based on personal unmet needs: Lead user characteristics’ influences on nascent social entrepreneurs

“…These entrepreneurs do provide their products at lower prices or for free to a part of their target population who cannot afford it, but as part of their social business model and to enhance social value. This provides evidence for the dual logic of social enterprises, which in these studies were clearly hybrid organizations that combined their social value creation mission with an economic mission Bruneel et al, 2016;Stevens et al, 2015). Although they are accidental entrepreneurs (Shah and Tripsas, 2007), they were purposeful in starting a social business.…”

“…Further, we also see how these experiences have formed the social ventures they have created. The literature on hybrid social businesses touches on social entrepreneurs' dual missions Bruneel et al, 2016;Hahn & Ince, 2016). We see that the cases displayed hybrid forms of social entrepreneurship.…”

“…Future research could examine how dual objectives relate to a dual mission in more depth, especially since this relationship may be the cause of tension or mission drift (Albert & Whetten, 1985;Battilana et al, 2012;Bruneel et al, 2016;Costanzo et al, 2014;Florin & Schmidt, 2011;Gidron, 2017;Moss et al, 2011;Stevens et al, 2015). In the interviews, however, there was no indication of conflict or tension.…”

“…So far, research has addressed these ends of the continuum as a tradeoff, with a more dominant focus on the social mission implying a lower-level economic mission, and vice versa (Stevens et al, 2015). To date, research generally defines social enterprises' mission in terms of the conflict or tension between the economic and the social mission (Albert & Whetten, 1985;Battilana et al, 2012;Bruneel et al, 2016;Costanzo et al, 2014;Florin & Schmidt, 2011;Gidron, 2017;Moss et al, 2011;Stevens et al, 2015), which in turn influences various aspects of the organization, such as its goals, values, and identity. (Albert & Whetten, 1985;Costanzo et al, 2014;Moss et al, 2011;Stevens et al, 2015).…”