Managing Value Tensions in Collective Social Entrepreneurship: The Role of Temporal, Structural, and Collaborative Compromise

Social entrepreneurship increasingly involves collective, voluntary organizing efforts where success depends on generating and sustaining members’ participation. To investigate how such participatory social ventures achieve member engagement in pluralistic institutional settings, we conducted a qualitative, inductive study of German Renewable Energy Source Cooperatives (RESCoops). Our findings show how value tensions emerge from differences in RESCoop members’ relative prioritization of community, environmental, and commercial logics, and how cooperative leaders manage these tensions and sustain member participation through temporal, structural, and collaborative compromise strategies. We unpack the mechanisms by which each strategy enables members to justify organizational decisions that violate their personal value priorities and demonstrate their varying implications for organizational growth. Our findings contribute new insights into the challenges of collective social entrepreneurship, the capacity of hybrid organizing strategies to mitigate value concessions, and the importance of logic combinability as a key dimension of pluralistic institutional settings

Bowing before dual gods: how structured flexibility sustains organizational hybridity

Organizations increasingly grapple with hybridity—the combination of identities, forms, logics, or other core elements that would conventionally not go together. Drawing on in-depth longitudinal data from the first ten years of a successful social enterprise—Digital Divide Data, founded in Cambodia—we induce an empirically grounded model of sustaining hybridity over time through structured flexibility: the interaction of stable organizational features and adaptive enactment processes. We identify two stable features—paradoxical frames, involving leaders’ cognitive understandings of the two sides of a hybrid as both contradictory and interdependent, and guardrails, consisting of formal structures, leadership expertise, and stakeholder relationships associated with each side—that together facilitate ongoing adaptation in the meanings and practices of dual elements, sustaining both elements over time. Our structured flexibility model reorients research away from focusing on either stable or adaptive approaches to sustaining hybridity toward understanding their interaction, with implications for scholarship on hybridity, duality, and adaptation more broadly

Unpacking Variation in Hybrid Organizational Forms: Changing Models of Social Enterprise Among Nonprofits, 2000-2013

To remain financially viable and continue to accomplish their social missions, nonprofits are increasingly adopting a hybrid organizational form that combines commercial and social welfare logics. While studies recognize that individual organizations vary in how they incorporate and manage hybridity, variation at the level of the organizational form remains poorly understood. Existing studies tend to treat forms as either hybrid or not, limiting our understanding of the different ways a hybrid form may combine multiple logics and how such combinations evolve over time. Analyzing 14 years of data from Canadian nonprofits seeking funding for social enterprise activities, we identify two novel dimensions along which a hybrid form may vary—the locus of integration and the scope of logics. We further find that as the commercial logic became more widespread within the nonprofit sector, variants of the hybrid form shifted from primarily emphasizing the commercial logic to more equally emphasizing both the commercial and social welfare logics and integrating the two logics in multiple ways. Drawing on these findings, we contribute a multi-dimensional conception of hybrid forms and theorize how form-level variation in hybridity can arise from organization-level cognitive challenges that actors face when combining seemingly incompatible logics. We then build on this theorizing to offer an alternative perspective on commercialization of the nonprofit sector as a contextually dependent rather than universal trend

Competing logics: Towards a theory of digital platforms for socio-economic development

Extant literature on digital platforms is predominantly centred on the Global North, resulting in a paucity of research on the implications of digital platforms for developing countries. Against this backdrop, a recent research stream has focused on digital platforms in developing country contexts, with a view of understanding the affordances and limits of platforms as a route to socio-economic development. This paper seeks to contribute to this nascent literature, unpacking a human-centred development logic as an alternative to the market logic that animates most of the platforms discourse and relying on it to lay the foundations for an emerging theory of platforms for development. Two sub-linkages, centred respectively on platforms’ openness and modularity, are conceptualised and illustrated with examples from empirical research. This work has implications for the emerging literature on digital platforms for development, and for theorising platforms in the context of information systems and societal challenges

Foxes and lions: How institutional leaders keep organisational integrity and introduce change. Kap. 7

Using the concept of institutional work, we illustrate how leaders respond to external pressures for change and actively transform organisational practices and identities. We argue that a leader’s actions manifest either through projective, future-oriented agency or through habitual, routinised agency. The latter emphasises how institutional leaders act in spaces already occupied by bits and pieces of plural, often conflicting institutions. Particularly, a leader is an institutionally embedded individual, one whose patterns of thinking and acting are conditioned by field-level and organisational institutions. Drawing on empirical illustrations of public administration leaders, in a Polish context, who adopt field-level changes in governance patters, we develop a typology of leaders-innovators acting upon plural isomorphic pressures. We argue that one of the strategies specially fits conditions of institutional pluralism since it advances a value of dialogue between institutional logics and, therefore, builds a reflexive capacity into the organisation