How Hybrid Organizations Turn Antagonistic Assets into Complementarities

By Kai Hockerts. 2015

125 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/07633e2fde2d8beb8ef4fbb992916561495eb35e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Business and International Management

1. Jeffrey G. York
2. Bob Doherty
3. S. Sarasvathy
4. Iain A. Davies

In Management of Technology and Innovation

1. Jeffrey G. York
2. Isobel O'Neil
3. Bob Doherty
4. S. Sarasvathy
5. Iain A. Davies
6. Jeffery S. McMullen
7. Nicholas Dew
8. Robert Wiltbank

Citations in the corpus

• Inclusive Business at the Base of the Pyramid: The Role of Embeddedness for Enabling Social Innovations (2018, unknown): “The indicate that social innovations by commercial enterprises can offer a source of competitive advantage that complement rather than cannibalize the firm’s core competences or markets (Hockerts, 2015; Haigh et al, 2015).”
• Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect (2018, background): “Social enterprises also often purposefully pay more for their raw materials due to their relationships with beneficiary groups, and thus have higher costs of goods than commercial rivals, e.g., fairtrade (Hockerts 2015).”
• Exploring environmental entrepreneurship: : Identity coupling, venture goals, and stakeholder incentives (2016, background): “Recent organizational theory work has turned attention to hybrid organizations (Battilana and Dorado, 2010; Battilana et al., 2015; Hockerts, 2015; Jay, 2013), and specifically, social enterprises (Battiliana et al., Address for reprints: Jeffrey G. York, University of Colorado – Boulder, Leeds…”