RT Article
T1 Responding to Value Pluralism in Hybrid Organizations
JF Journal of business ethics
VO 159
IS 3
SP 635
OP 650
A1 Castellas, Erin I.
A1 Stubbs, Wendy
A1 Ambrosini, Véronique
LA English
PB Springer Science + Business Media B. V
YR 2019
UL https://www.ixtheo.de/Record/1785606581
AB In this paper, we derive a four-stage process model of how hybrid organizations respond to specific challenges that arise under conditions of value pluralism and institutional complexity. Engaging in exploratory qualitative research of six Australian hybrid organizations, we identify institutional and organizational responses to pluralism, particularly as organizations strive to uphold multiple value commitments, such as social, environmental and/or financial outcomes. We find that by employing a process of separating, negotiating, aggregating, and subjectively assessing the value that is created, our cases demonstrate how they move between logics in a dynamic fashion and address specific challenges of cognitive dissonance, incommensurability, interdependence and aggregation. Our model contributes to the literature by reframing the notion of ‘tensions’ that arise in conditions of hybridity and characterize specific challenges and sequential responses that may go some way to addressing why some hybrids employ particular responses to pluralism and why some succeed.
K1 Value pluralism
K1 social value
K1 Social Enterprise
K1 Institutional logics
K1 Institutional complexity
K1 Incommensurability
K1 Hybrid organizations
K1 ENVIRONMENTAL VALUE
K1 Aggregation
DO 10.1007/s10551-018-3809-2