Abstract
To extend the discussion of hybrid business models (HBMs) in the literature, this study examines how multiple logics interact and facilitate the construction of HBMs, using empirical evidence from 30 social enterprises that are hybrid organizations with both social and business missions. Taking a qualitative multiple-case-study approach, we identify three factors (social mission, industrial segment, collaborative relationship with stakeholders) as sources of institutional hybridity. We also illustrate why institutional hybridity differs among businesses by exploring from where incompatibility and centrality are derived. As a result, an HBM with five typologies (interaction, integration, co-production, bridging, self-branding) is proposed. Based on this, we adopt an institutional logic perspective in explaining how the HBM emerges, develops, and creates and delivers value. This study makes an important contribution in bridging the institutional logics theory and HBM literatures, as well as informing practitioners engaged in hybrid organizations.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
