Different Shades of Green: Environment Uncertainty and the Strategies of Hybrid Organizations

Abstract

How does environmental uncertainty affect the process of starting new hybrid organizations? Our comparative analysis of the formation of two "green" banks À with hybrid goals linked to banking and environmental logics À reveals that shifts in their strategic orientations resulted from attempts to align uncertain and changing resource environments with the composition and goals of the organizations' top leadership. While the initial idea and goals of the founders were similar, the organizations they established ended up with divergent strategic orientations and senior leadership groups.

Trajectories of Value Generation and Capturing by Public–Private Hybrids: Mechanisms of multi-level governance in healthcare

“…On the one hand, because they embody broader cultural assumptions of how organizations in the field should address social problems (Mair & Rathert, 2020), field governance arrangements provide an indication to founders of what might be the role (i.e. substitutive, residual or complementary) of the hybrid in value generation through the provision of public services (Rawhouser et al, 2015) and the scope for value capturing that the resource environment affords (Almandoz et al, 2017). On the other hand, founders leverage these indications to negotiate those governance features and mechanisms that influence how and to what extent the hybrid can later generate value, i.e.…”

From Patañjali to the “Gospel of Sweat”: Yoga’s Remarkable Transformation from a Sacred Movement into a Thriving Global Market

“…By increasing pressure on these actors, social movements seek to infuse markets and market actors with moral values and/or to create and legitimize alternative markets (Bartley, 2007; Akemu, Whiteman, and Kennedy, 2016; Briscoe and Gupta, 2016). These alternative markets often develop around cultural codes supplied by movements, as seen in the cases of grass-fed beef (Weber, Heinze, and DeSoucey, 2008), soft drinks (Hiatt, Sine, and Tolbert, 2009), green products in banking (Almandoz, Lee, and Marquis, 2017), renewable energy (Sine, Haveman, and Tolbert, 2005; Vasi, 2011), and construction (York, Vedula, and Lenox, 2017). These codes are not accepted readily by markets, just as movements resist market actors’ attempts to coopt them.…”

The impact of the adoption of green marketing on corporate performance of non-profitable organizations: empirical study

“…Non-profitable organizations are being established aware of the environment and SR (Sadiku et al , 2018). Most practices of non-profitable organizations are managed with dramatic growth in public concern about the state of the natural environment (Almandoz et al , 2017), and they use green marketing tools for the common good, where they often use green marketing to promote environmental awareness messages (Gopaldas, 2015). The most common green marketing issues that have been discussed in previous studies were: environmental responsibility, corporate social responsibility (CSR) and green marketing intervention strategies (Eneizan et al , 2018; Abbas et al , 2019; Maruyama et al , 2019; Taleizadeh et al , 2020).…”