Abstract
The article examines how organizations that are permanently embedded in competing institutional logics hybridize such logics at the organizational level. The factors that determine organizational strategy are also addressed. An inductive comparative case study in the field of social integration enterprises in France was conducted to explore hybrid organizations' combination of logics. Evidence suggests that conflict on goals is resolved at the field level by the State, which grants the right to operate to social integration enterprises. It was found that social sector organizations adopted a balanced combination of social welfare and commercial practices.
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