Hybrid Organizations: Origins, Strategies, Impacts, and Implications

Abstract

This introduction to the special issue on hybrid organizations defines hybrids, places them in their historical context, and introduces the articles that examine the strategies hybrids undertake to scale and grow, the impacts for which they strive, and the reception to them by mainstream firms. It aggregates insights from the articles in this special issue in order to examine what hybrid organizations mean for firms and practicing managers as they continue to grow in number and assume a variety of missions in developing and developed countries.

The Dark Side of Stakeholder Reactions to Corporate Social Responsibility: Tensions and Micro‐level Undesirable Outcomes

“…Such a priority may be the day‐to‐day reality for many organizations, but as an increasing range of success stories offer descriptions of organizations that truly consider social and economic goals as equally important (Haigh et al . ), consumers might become progressively less likely to infer spontaneously that organizations’ good deeds reflect hidden motives and serve economic priorities. This shift might relieve some performing tensions.…”

“…The sources of performing tensions that we highlight also relate to consumers' inferences that organizations' good deeds arise from ulterior motives; consumers are suspicious because they hold an a 224 F. Maon et al priori perception that organizations' primary goal is economic. Such a priority may be the day-to-day reality for many organizations, but as an increasing range of success stories offer descriptions of organizations that truly consider social and economic goals as equally important (Haigh et al 2015), consumers might become progressively less likely to infer spontaneously that organizations' good deeds reflect hidden motives and serve economic priorities. This shift might relieve some performing tensions.…”

Digital Futures, Digital Transformation

“…Some scholars who have studied open source communities have even recommended a new form of 5.6 The Emergence of the Community Regime organizing-the C-Form (Seidel and Stewart 2011). This is, and will be a major component of emerging forms of what has been called the 'hybrid' organization (Haigh et al 2015). This is, and will be a major component of emerging forms of what has been called the 'hybrid' organization (Haigh et al 2015).…”

Hybrid business models for peace and reconciliation

“…Published by Elsevier Inc. All rights reserved. both for-profit and non-profit activities more generally and are specifically set up with this mission (e.g., Boyd, 2012;Haigh, Walker, Bacq, & Kickul, 2015;Lee & Jay, 2015), but this is not the case for traditional, already existing organizations that aim for mixed forms of economic and social value creation (see Battilana, Lee, Walker, & Dorsey, 2012). Moreover, while the rise of the hybrid is placed in the context of decreasing state influence and the need for other actors to take up parts of this role, this aspect has not received much attention.…”