Social Enterprise as Hybrid Organizations: A Review and research Agenda

TY - JOUR

T1 - Social Enterprise as Hybrid Organizations

T2 - A Review and research Agenda

AU - Doherty, Bob

AU - Haugh, Helen

AU - Lyon, Fergus

PY - 2014/10/1

Y1 - 2014/10/1

N2 - The impacts of the global economic crisis of 2008, the intractable problems of persistent poverty, and environmental change have focused attention on organizations that combine enterprise with an embedded social purpose. Scholarly interest in social enterprise (SE) has progressed beyond the early focus on definitions and context to investigate their management and performance. From a review of the SE literature we identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of SEs. We assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization, and present a framework for understanding the tensions and trade-offs resulting from hybridity. By examining the influence of dual mission and conflicting institutional logics on SE management we suggest future research directions for theory development for SE and hybrid organizations more generally.

AB - The impacts of the global economic crisis of 2008, the intractable problems of persistent poverty, and environmental change have focused attention on organizations that combine enterprise with an embedded social purpose. Scholarly interest in social enterprise (SE) has progressed beyond the early focus on definitions and context to investigate their management and performance. From a review of the SE literature we identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of SEs. We assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization, and present a framework for understanding the tensions and trade-offs resulting from hybridity. By examining the influence of dual mission and conflicting institutional logics on SE management we suggest future research directions for theory development for SE and hybrid organizations more generally.

KW - Social Enterprise

KW - social entrepreneurship

KW - hybridity

U2 - 10.1111/ijmr.12028

DO - 10.1111/ijmr.12028

M3 - Article

SN - 1460-8545

VL - 16

SP - 417

EP - 436

JO - International Journal of Management Reviews

JF - International Journal of Management Reviews

IS - 4

ER -