Exploring Tension in Hybrid Organizations in Times of Covid-19 Crisis. The Italian Benefit Corporations’ experience

Abstract

The COVID-19 pandemic has caused an unprecedented social and economic crisis, not least for hybrid organisations, as they must manage the tension arising from their dual mission to create social and economic value. Building on a theoretical framework for hybrid tension, our work contextualises how tensions emerge and are managed in hybrid organisations when they are exposed to exogenous shocks. We address the following research question. How have hybrid organisations managed the tensions arising from their dual purpose during the COVID-19 crisis? Our focus is on Italian benefit corporations, which are organisations combining social and economic objectives. We conduct two focus groups with 12 Italian benefit corporations. Our findings show the emergence of four constructs that capture the responses to the COVID-19 crisis: social and/or commercial orientation; technological characterisation; internal and external stakeholder relationship; openness to changes. We explain the relationship of these constructs via a framework of performing, organising, learning, and belonging tensions.