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Enabling Sustainable Transformation: Hybrid Organizations in Early Phases of Path Generation

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  • Susanna Alexius

    (Score (Stockholm Centre for Organizational Research), Stockholm School of Economics and Stockholm University)

  • Staffan Furusten

    (Score (Stockholm Centre for Organizational Research), Stockholm School of Economics and Stockholm University)

Abstract

The rapidly growing research on hybrid organizations in recent years suggests that these organizations may have particular abilities to facilitate institutional change. This article contributes to our understanding of change and, in particular, sustainable transformation in society by highlighting the importance of organizational forms. Looking more closely at the role of hybrid organizations in processes of path generation, we analyze the conditions under which hybrid organizations may enable path generation. A retrospective (1988–2017) exploratory case study of the Swedish hybrid organization The Natural Step confirms how hybrids can take part in- and may facilitate the early phases of path generation: assimilation and coalescence. The conclusion drawn is that hybrids have multivocal abilities that enable them to earn trust and authority to open up “neutral” spaces for orientation and connection between actors in separated sub-paths, and that this in turn may ease tensions and trigger dialogue and exchange, also between former opponents. Yet, as also seen in the case, this enabling position of the hybrid may be both fragile and temporary.

Suggested Citation

  • Susanna Alexius & Staffan Furusten, 2020. "Enabling Sustainable Transformation: Hybrid Organizations in Early Phases of Path Generation," Journal of Business Ethics, Springer, vol. 165(3), pages 547-563, September.
    • Handle: RePEc:kap:jbuset:v:165:y:2020:i:3:d:10.1007_s10551-018-04098-0
    DOI: 10.1007/s10551-018-04098-0
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    References listed on IDEAS

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    Cited by:

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    3. Jun Jie Yang & Lai Si Tsui-Auch & Xueli Wang, 2023. "Dehybridization in the Face of the Party-State: A Longitudinal Case Study of a Chinese SOE's Corporate Governance Responses to Institutional Change," Journal of Business Ethics, Springer, vol. 182(3), pages 661-678, January.
    4. Fabien Martinez, 2023. "Exploring the syncretic dynamics involved in dyadic business–NGO partnerships," Business Strategy and the Environment, Wiley Blackwell, vol. 32(7), pages 4068-4083, November.
    5. Amélie Gabriagues & Séverine Besson & Lionel Garreau, 2024. "Reimagining the Learning Organization: Unveiling the Untapped Potential of a Fundamentally Systemic Approach," Post-Print hal-04654112, HAL.
    6. Bing Ran & Scott Weller, 2021. "An Exit Strategy for the Definitional Elusiveness: A Three-Dimensional Framework for Social Entrepreneurship," Sustainability, MDPI, vol. 13(2), pages 1-15, January.
    7. Paolo Esposito & Valerio Brescia & Chiara Fantauzzi & Rocco Frondizi, 2021. "Understanding Social Impact and Value Creation in Hybrid Organizations: The Case of Italian Civil Service," Sustainability, MDPI, vol. 13(7), pages 1-26, April.

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