BUILDING SUSTAINABLE HYBRID ORGANIZATIONS: THE CASE OF COMMERCIAL MICROFINANCE ORGANIZATIONS

By Julie Battilana, Silvia Dorado. 2010

2,692 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d836b09bcb36ae66dad66ae9a3b774135e924f81

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Citations in the corpus

Entrepreneurship for Sustainable Development: A Review and Multilevel Causal Mechanism Framework (2019, background): “The first wave of this literature establishes logic hybridization in social entrepreneurship, that is, between economic and social logics (Battilana & Dorado, 2010), and in environmental entrepreneurship between economizing and ecologizing (Kuckertz & Wagner, 2010; York et al., 2016a; 2016b).”
Hybrid Vigor: Securing Venture Capital by Spanning Categories in Nanotechnology (2014, background): “An organization’s identity may thus comprise multiple attributes of varying importance (Gioia et al., 2000) and this stratification is likely to be most evident in hybrid organizations (Battilana & Dorado, 2010; Pache & Santos, 2010).”
What signals matter for social startups? It depends: The influence of gender role congruity on social impact accelerator selection decisions (2019, background): “…welfare/Communal logic, which emphasizes improving social and/or environmental conditions, and a commercial/Darwinian logic, which stresses profit, efficiency, and operational effectiveness (Battilana and Dorado, 2010; Battilana et al., 2012; Besharov and Smith, 2014; Fauchart and Gruber, 2011).”
Public service innovation and multiple institutional logics: The case of hybrid social enterprise providers of health and wellbeing (2017, background): “, 2014); micro-finance enterprises (Battilana and Dorado, 2010); universities (Townley, 1997), hospitals (Miller and French, 2016) and orchestras (Besharov and Smith, 2014).”
Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect (2018, background): “For social enterprises that do not rely on donations or grant funding for survival [termed earned income by Defourny and Nyssens (2008)], Battilana and Dorado (2010) found that trying to recruit employees with similar identities and goals to the enterprise was often a difficult task.”
Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later (2015, background): “Finally, the focal actor has been the firm and senior team in dealing with these paradoxical innovation and/or institutional demands (e.g., Battilana & Dorado, 2010; Finkelstein, Hambrick, & Cannella, 2009; Greenwood & Suddaby, 2006; Smith & Tushman, 2005).”
A Behavioral Theory of Social Performance: Social Identity and Stakeholder Expectations (2017, background): “For instance, highly identified employees at a microfinance institution see themselves as different from traditional bank employees, since they view their work as a means to advance social causes of financial inclusion and poverty alleviation (Battilana & Dorado, 2010).”
State ownership reinvented? Explaining performance differences between state‐owned and private firms (2018, positive): “For instance, drawing from the literature on institutional logics, Battilana and Dorado (2010) argue that social enterprises have need to follow their original mission while at the same time creating conditions to fund their operations—they typically have “hybrid” logics.”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “…organizational responses to institutional and environmental pluralism and complexity have been clearly noted, researched, and theorized (Battilana and Dorado, 2010; Durand and Jourdan, 2012; Greenwood et al., 2011; Kraatz and Block, 2008), the implications for theory and research in…”
Converging Winds: Logic Hybridization in the Colorado Wind Energy Field (2016, positive): “For example, Battilana and Dorado (2010) showed how microfinance organizations integrate development and banking logics as equally valid, complementary approaches to poverty alleviation.”
Microfinance: Creating Opportunities for the Poor? (2010, background): “Many are nongovernmental, most are private or involve private–public partnerships, and an increasing number are for-profit (Battilana & Dorado, 2010).”