Social Enterprises and Social Categories

Galaskiewicz, Joseph; Barringer, Sondra N.

doi:10.1057/9781137035301.0011

Cited by 31 publications

(50 citation statements)

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“…For example, the hospital industry in the United States is populated by both for-profit and nonprofit entities that rely heavily on commercial revenues for their survival (such as the Hospital Corporation of America and Partners HealthCare, respectively). In the field of higher education, the University of Phoenix has attracted considerable scrutiny (and federal lawsuits) for its revenue generating activities (Galaskiewicz & Barringer, 2012). But it is only one of many universities, professional schools, and vocational institutions whose heavy dependence on commercial revenues potentially conflicts with its social purpose.…”

Section: Governance and The Risk Of Mission Driftmentioning

confidence: 99%

“…For these organizations, commercial activities are a means toward social ends. As such, social enterprises are hybrid organizations that combine aspects of both charity and business at their core (Battilana & Lee, 2014;Besharov & Smith, 2014;Mair, Mayer, & Lutz, 2014;Galaskiewicz & Barringer, 2012). Microfinance organizations that aim to help poor entrepreneurs by giving them access to financial services are a well-known example of social enterprises.…”

Section: Introductionmentioning

confidence: 99%

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The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations

Ebrahim

Battilana

Mair

2014

Research in Organizational Behavior

802

835

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Section: Governance and The Risk Of Mission Driftmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations

Ebrahim

Battilana

Mair

2014

Research in Organizational Behavior

802

835

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“…5 More empirical research is needed to unpack intended from unintended consequences and to derive implications from such institutional strategies. Being 'betwixt and between' categories (Galaskiewicz & Barringer, 2012) makes it difficult for external stakeholders and audiences to categorize and hold social enterprises accountable. It is seldom clear whether their claims match what they actually do (Galaskiewicz & Barringer, 2012).…”

Section: Advancing Research On Social Enterprises and Governancementioning

confidence: 99%

Navigating Institutional Plurality: Organizational Governance in Hybrid Organizations

Mair

Mayer

Lutz

2015

Organization Studies

360

356

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Hybrid organizations operate in a context of institutional plurality and enact elements of multiple, often conflicting institutional logics. Governance is highly relevant in navigating such an environment. This study examines how hybrid organizations set up their governance structures and practices. Building on survey data from 70 social enterprises, a subset of hybrid organizations, we identify two types of hybrid organization: conforming hybrids rely on the prioritization of a single institutional logic and dissenting hybrids use defiance, selective coupling and innovation as mechanisms to combine and balance the prescriptions of several institutional logics. We illustrate these mechanisms by drawing on the qualitative analysis of selected cases. This study refines current debates on social enterprises as hybrid organizations. Based on our findings, we speculate that some social enterprises might assume hybridity for symbolic reasons while others -genuine hybrids -do so for substantive reasons.

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“…On the other hand, distortion of the categorization process is problematic for accountability (Meyer & Rowan, ). Audiences become confused and distrustful when they cannot validate social enterprises’ claims of authenticity—making the social enterprise model a high‐risk strategy (Galaskiewicz & Barringer, ).…”

Section: Choice Of Sectormentioning

confidence: 99%

Pathways to sector selection: A conceptual framework for social enterprises

Addae

2018

Nonprofit Mgmnt & Ldrshp

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As hybrid organizations with financial and social objectives, social enterprises must balance competing logics for governance, stakeholders, and outcomes when considering organizational design and structure. The existing legal landscape for organizations exacerbates this dilemma by forcing social enterprises to incorporate as either a nonprofit or for‐profit organization. This research examines the entity formation process for social enterprises by presenting sector choice as an interaction among four factors: equity financing, organizational lineage, human capital, and funding environment. Using a qualitative comparative case analysis, this research demonstrates that contingent factors drive sector choice when legal incentives and institutional pressures are unclear. For those choosing nonprofit forms, the status of the parent organization—the organizational lineage—is determinative. For those operating in the for‐profit context, human capital is predictive. The resulting conceptual framework contributes to existing organizational theory on hybrid organizations by presenting the sector selection process as independent of the motives or legal incentives typically associated with sector choice. This research concludes with a discussion on the advantages of delaying the formal sector declaration process.

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Social Enterprises and Social Categories

Cited by 31 publications

References 0 publications

The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations

The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations

Navigating Institutional Plurality: Organizational Governance in Hybrid Organizations

Pathways to sector selection: A conceptual framework for social enterprises

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