Guest Editors’ Introduction

Anheier, Helmut K.; Krlev, Gorgi

doi:10.1080/00208825.2015.1006026

Cited by 19 publications

(14 citation statements)

References 37 publications

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“…BMFS need to combine multiple institutional logics: (a) social logic, (b) ecological logic, and (c) commercial logic (Gao & Bansal, 2013; Jay, 2013). Our study challenges previous research that assumed that this logic multiplicity would lead to contestation and conflict (Battilana & Dorado, 2010; Newton, 2002) because of inconsistent or incompatible goals (Pache & Santos, 2013), internal competition for scarce resources (Ocasio, 2011), or inconsistent performance measures (Anheier & Krlev, 2015; Townsend & Hart, 2008) and would, therefore, potentially hinder organizational performance (Tracey, Phillips, & Jarvis, 2011). Managers in our study consciously put the sustainability-oriented goals at the core of their organization, thereby defining a clear dominant logic for their organizations.…”

Section: Discussioncontrasting

confidence: 82%

Business Models for Sustainability: Choices and Consequences

Schneider

Clauß²

2019

Organization & Environment

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Business models for sustainability (BMFS) explicitly consider, jointly, economic with social and/or ecological value contributions. Thus, managing BMFS requires that one should combine multiple institutional logics, consider different stakeholders, and integrate distinct value dimensions. While research into BMFS has proposed frameworks and tools to capture this complexity, the mechanisms that underlie the interaction of the economic with social and/or ecological value creation cycles in BMFS remain unknown. We use a longitudinal, multiple-case study approach to identify a framework of fundamental choices and consequences that lead to economic and social/ecological value creation. Our findings highlight the interdependence of a set of three fundamental choices (an ambition to cater for multiple purposes, behavioral consistency, and collaboration) that lead to a virtuous circle of reinforcing consequences and cascaded value creation. Furthermore, we show how acceptance of limitations and restrictions functions as a powerful coping mechanism to deal with paradox tensions.

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Section: Discussioncontrasting

confidence: 82%

Business Models for Sustainability: Choices and Consequences

Schneider

Clauß²

2019

Organization & Environment

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“…(1) In the search for organisational efficiency and survival through their commerce activities (Ebrahim, Battilana, and Mair 2014) while aligning with activities that generate impact (social or environmental) (F. Santos, Pache, and Birkholz 2015). This requires a management approach that ranges from business-like stewardship to a more civil societylike democratic orientation (C Mason 2010; Anheier and Krlev 2015;Mair, Mayer, and Lutz 2015) to reduce the tension that can result to 'mission drift' phenomena Pache and Santos 2013;Ebrahim, Battilana, and Mair 2014).…”

Section: Social Enterprise and Its Hybriditymentioning

confidence: 99%

‘Fitting In’ vs. ‘Standing Out’: How Social Enterprises Engage with Stakeholders to Legitimize their Hybrid Position

Granados

Rosli

2019

Journal of Social Entrepreneurship

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We investigate how social enterprises actively engage with their stakeholders to legitimise their hybrid position in addressing both social and businesses audience. This is particularly important in their effort to capturing stability (expectation to 'fit in') within an emerging field and at the same time to address change and growth (expectation to 'stand out') with their limited resources, in order to be profitable enterprises, while creating social value. We analyse in-depth interviews to senior members of twenty-one UK-based social enterprises, and we find that for many SEs involved in legitimisation exercise through the supportive system, collective system, and stakeholders' impression. By outlining the integrated framework on stakeholder engagement for hybrid legitimacy, we found that (i) legitimisation exercise through collective sharing of SE identity help to build SE image and legitimise SE socially driven mission, while (ii) legitimisation through supportive system (resources and business advantage) help building credibility by demonstrating SE capability to grow economically.

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“…Third, there seems to be more academic interest in hybridity and hybrid organisations. Recent examples are not only found in this handbook but also in special issues of scientific journals, such as Public Administration (see Denis, Ferlie and Van Gestel (2015) and International Studies of Management and Organisation (see Anheier and Krlev (2015) for an introduction). In these times of inherent complexity and hybridity in public administration this interest is laudable but research on hybrid organisations is often fragmented and there .…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Hybrid organisations: between state and market

Karré¹

2020

Handbook on Hybrid Organisations

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Government agencies are no longer the sole provider of public services. Governments make use of commercial companies for the provision of public services and public sector service providers are now also expected to embrace private sector management techniques, to become more outgoing and responsive and to engage in the market place. They now '(1) involve a variety of stakeholders, (2) pursue multiple and often conflicting goals and (3) engage in divergent or inconsistent activities' (Mair et al., 2015, p. 714). By doing so, they have become hybrid organisations, 'heterogeneous arrangements, characterized by mixtures of pure and incongruous origins, (ideal) types, "cultures", "coordination mechanisms", "rationalities", or "action logics"' (Brandsen et al., 2005, p. 750). These hybrid organisations include a mixture of the characteristics of societal sectors, different modes of governance and institutional logics.

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Guest Editors’ Introduction

Cited by 19 publications

References 37 publications

Business Models for Sustainability: Choices and Consequences

Business Models for Sustainability: Choices and Consequences

‘Fitting In’ vs. ‘Standing Out’: How Social Enterprises Engage with Stakeholders to Legitimize their Hybrid Position

Hybrid organisations: between state and market

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