The Institutional and Technical Structuring of Nonprofit Ventures: Case Study of a U.S. Hybrid Organization Caught Between Two Fields

Cooney, Kate

doi:10.1007/s11266-006-9010-8

Cited by 160 publications

(145 citation statements)

References 20 publications

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“…In the absence of a systematic body of research, I have restricted myself to outline a few of the broad approaches that are particularly germane for this chapter. Many of the numerous studies of hybridity defy easy classification (see or example, Langton, 1987;Powell, 1987;Hasenfeld and Gidron, 2005;Cooney, 2006). However, for ease of analysis, much of the disparate literature might be loosely grouped into three approaches.…”

Section: Approaches To the Study Of Hybriditymentioning

confidence: 99%

Towards a theory of hybrid organizations

Billis¹

2010

Hybrid Organizations and the Third Sector

179

191

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LSE has developed LSE Research Online so that users may access research output of the School. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LSE Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. You may freely distribute the URL (http://eprints.lse.ac.uk) of the LSE Research Online website. This document is the author's submitted version of the book section. There may be differences between this version and the published version. You are advised to consult the publisher's version if you wish to cite from it. Hybrid Organizations and the Third Sector IntroductionHybrid organizations are ubiquitous. They are international, multi-sector phenomena and their unclear sector accountability often engenders unease and distrust. And in our area of concern we appear to have stumbled into a period of intense organizational hybridity in which we appear to be drifting up the (welfare hybrid) creek not only without a paddle, but also without a reliable map. Expressed in a somewhat more scholarly fashion the first priority in the preliminary agenda of issues laid out in Chapter 1 is the need to develop 'tentative theories' (Popper, 1972) of hybrid organizations.The objective of this chapter is therefore to begin to get to grips with the agenda of questions. It is laid out as a 'building blocks' exercise and contains five parts.1. Any study of hybridity must inevitably begin by establishing the nature of the 'nonhybrid' state of the phenomenon. This first part explores the position in the public and private sectors which are more readily understood and well established than the third sector. At the heart of the model is an approach to 'ownership' in terms of decisionmaking accountability that is intended to be applicable to all three main sectors.2. This part develops a similar model for the third sector. Reflecting on previous research it is suggested that the archetypal characteristics of the Third Sector Organization (TSO) are most closely found in the associational form of organization. A new approach to membership and ownership leads to a re-evaluation of the role of some paid staff in the association.3. The third, pivotal level proposes a 'principal sector' hypothesis which is intended to resolve the paradox of strong sectors in the midst of the growth of hybrid types. The centrepiece of this part is a model of sectors and their hybrid zones.4. The final level of analysis considers the nature of hybridity in the third sector. In order to do this, the concepts of 'shallow', 'entrenched', 'organic' and 'enacted' hybrids are introduced.5. The chapter concludes with a summary and a few thoughts as to how this approach to hybridity might prove helpful in thinking about the agenda of issues from Chapter 1. Part one: Building an ideal...

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Section: Approaches To the Study Of Hybriditymentioning

confidence: 99%

Towards a theory of hybrid organizations

Billis¹

2010

Hybrid Organizations and the Third Sector

179

191

View full text Add to dashboard Cite

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“…Indeed the picture is sometimes more complex than this as some social enterprises are formed as 'spinouts' from the public sector or are funded through public sector contracts, and so may also experience pressure to conform to public sector norms and requirements (Spear et al, 2007 and2009). As a result social enterprises may experience tensions as they try to combine competing institutional logics (Cooney, 2006;Battilana and Dorado, 2010;Gidron and Hasenfeld, 2012). This can lead to instability, and social enterprises may experience mission drift as a business or market logic takes over, or conversely too great an emphasis on social goals may weaken the organisation as a business and possibly lead to commercial failure ).…”

Section: Introductionmentioning

confidence: 99%

Understanding and combating mission drift in social enterprises

Cornforth

2014

Social Enterprise Journal

186

203

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Abstract:Purpose -The aim of this paper is to develop a better understanding of the pressures that can cause mission drift among social enterprises and some of the steps that social enterprises can take combat these pressures.Design/methodology/approach -The paper is conceptual in nature. It draws on resource dependency theory, institutional theory and various extant empirical studies to develop an understanding of the causes of mission drift. This analysis is then used to examine the practical steps that social enterprises can take to combat mission drift.Findings -The paper highlights how high dependence on a resource provider and the demands of 'competing' institutional environments can lead to mission drift. Based on this analysis the paper sets out various governance mechanisms and management strategies that can be used to combat mission drift.Practical implications -The paper sets out practical steps that can be taken to try to prevent mission drift, including governance mechanisms such as constitutional and legal safeguards, separating commercial and social activities, external accreditation, and management strategies to maintain commitment to organisational values and mission, and manage key resources dependencies.Originality/value -The paper will be of value to other researchers attempting to understand the dynamics social enterprises and in particular processes that can lead mission drift, and to managers of social enterprises keen to combat these processes.

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“…Russian SONPOs engaging in commercial ventures may experience pressure to focus their activities on production-oriented goals, to recognize the need for careful monitoring of output, and to navigate competition with other organizations (Cooney 2006). We argue that understanding of identity, authority and legitimacy as nonprofit is challenged in the process.…”

Section: Theoretical Perspectives On Organizational Responses To Extementioning

confidence: 93%

Entrepreneurial NPOs in Russia: Rationalizing the Mission

Kravchenko

Moskvina²

2018

Voluntas

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Nonprofit organizations in Russia are introducing for-profit activities as a means of gaining autonomy from external donors, and as instruments of strategic planning and sustainable development. This study focuses on organizations that work with welfare provision and explores how they reconcile entrepreneurial activities with their social mission. More specifically, we interrogate how two institutional logics, business and nonprofit, are defined and reconciled in organizational identities, structures and hierarchies. Socially oriented nonprofits define their mission through service to beneficiaries, through personal and professional dedication to beneficiaries' well-being, and through making an impact on public policies and the society at large. They mimic a business approach in strategic planning and meticulous reporting, but subordinate profit-seeking to social mission by integrating entrepreneurial activities into already existing organizational structures, or by separating them into independent entities.

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The Institutional and Technical Structuring of Nonprofit Ventures: Case Study of a U.S. Hybrid Organization Caught Between Two Fields

Cited by 160 publications

References 20 publications

Towards a theory of hybrid organizations

Towards a theory of hybrid organizations

Understanding and combating mission drift in social enterprises

Entrepreneurial NPOs in Russia: Rationalizing the Mission

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