How can small and medium-sized organizations with hybrid objectives preserve their mission?a social capital approach

  1. Lorea Narvaiza Cantin 1
  2. Félix Arrieta Frutos 1
  3. Cinta Guinot Viciano 1
  4. Cristina Aragón Amonarriz 1
  1. 1 Universidad de Deusto, España
Revista:
REVESCO: revista de estudios cooperativos

ISSN: 1135-6618

Año de publicación: 2021

Número: 139

Páginas: 41-50

Tipo: Artículo

DOI: 10.5209/REVE.77443 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Otras publicaciones en: REVESCO: revista de estudios cooperativos

Resumen

La habilidad de las organizaciones híbridas para alcanzar simultáneamente objetivos diferentes y potencialmente conflictivos puede causar tensiones con sus stakeholders. El objetivo de este paper es explorar cómo las pequeñas y medianas organizaciones (PMO) tratan de equilibrar a través del capital social sus objetivos sociales y económicos cuando está en riesgo su hibridez. Para alcanzar este objetivo seguimos un enfoque de estudio de casos para explorar como tres PMOs gestionan su hibridez. Los resultados muestran la importancia de equilibrar los diferentes tipos de capital social, tanto los vínculos que vinculan a agentes similares (bonding) como a diferentes (bridging) para ser capaces de encarar los riesgos de bloqueo y dependencia que amenazan su naturaleza híbrida. Identificamos las condiciones que las PMOs tienen que satisfacer para evitar estos riesgos y desplegamos un conjunto de estrategias para alcanzar una hibridez sostenible. Finalmente, destacamos la relevancia de los ecosistemas que sostienen a las PMOs en la consecución de sus objetivos híbridos.

Referencias bibliográficas

  • Alberti, F. G., & Garrido, M. A. V. (2017) Can profit and sustainability goals co-exist? New business models for hybrid firms. Journal of Business Strategy.
  • Anderson, A. R., & Jack, S. L. (2002) The articulation of social capital in entrepreneurial networks: a glue or a lubricant?. Entrepreneurship & regional development, Nº 14(3), pp. 193-210.
  • Aragón-Amonarriz, C., Iturrioz-Landart, C., Narvaiza-Cantin, L. (2017) Cooperatives’ proactive social responsibility in crisis time: How to behave?. REVESCO. Revista de Estudios Cooperativos, Primer Cuatrimestre, Nº 123, pp. 7-36.
  • Aragón-Amonarriz, C., Iturrioz-Landart, C., Narvaiza-Cantin, L., & Parrilli, M. D. (2019) The role of social capital in regional innovation systems: Creative social capital and its institutionalization process. Papers in Regional Science, Nº 98(1), pp. 35-51.
  • Arrieta Frutos, F., & Etxezarreta Etxarri, E. (2012) Análisis de la colaboración público-privada en el sector de los servicios sociales en Gipuzkoa: El modelo guipuzcoano de concertación con el tercer sector a debate (Analyisis of PPPs in the social care sector in Gipuzkoa: Debate of the Gipuzkoan model of cooperation with the third sector). Oñati Socio-Legal Series, Nº 2(4), pp.130-143.
  • Austin, J.E. (2010) The collaboration challenge: How nonprofits and businesses succeed through strategic alliances (Vol. 109). John Wiley & Sons.
  • Austin, J., Stevenson, H., & Wei-Skillern, J. (2006) Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship Theory and Practices, Nº 30(1), pp. 1–22.
  • Azis, I. J. (2000) Simulating economy-wide models to capture the transition from financial crisis to social crisis. The Annals of Regional Science, Nº 34(2), pp. 251-278.
  • Baggetta, M. (2016) Representative bridging: Voluntary associations’ potential for creating bridging ties in demographically diverse urban areas. Nonprofit and Voluntary Sector Quarterly, 45(1_suppl), Nº 72S-94S.
  • Bargsted, M., Picon, M., Salazar, A., & Rojas, Y. (2013) Psychosocial characterization of social entrepreneurs: A comparative study. Journal of social entrepreneurship, Nº 4(3), pp. 331-346.
  • Battilana, J., & Dorado, S. (2010) Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of management Journal, Nº 53(6), pp. 1419-1440.
  • Battilana, J., & Lee, M. (2014) Advancing research on hybrid organizing–Insights from the study of social enterprises. Academy of Management Annals, 8(1), pp. 397-441.
  • Battilana, J., Pache, A. C., Sengul, M., & Model, J. (2012, July) Combining Social Welfare and Market Logics: What drives social performance in socioeconomic hybrids?. In Academy of Management Proceedings (Vol. 2012, No. 1, p. 13268). Briarcliff Manor, NY 10510: Academy of Management.
  • Battilana, J., Sengul, M., Pache, A. C., & Model, J. (2015) Harnessing productive tensions in hybrid organizations: The case of work integration social enterprises. Academy of Management Journal, Nº 58(6), pp. 1658-1685.
  • Brown, W. A., & Iverson, J. O. (2004) Exploring strategy and board structure in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, Nº 33(3), pp. 377-400.
  • Castellas, E. I., Stubbs, W., & Ambrosini, V. (2019) Responding to value pluralism in hybrid organizations. Journal of Business Ethics, Nº 159(3), pp. 635-650.
  • Castro Núñez, R. B., Santero Sánchez, R., Martínez Martín, M. I., & De Diego Olmos, P. (2020) From the economic to the social contribution of the Social Economy. Monetary assessment of the social value created for the Spanish economy.
  • Cervero-Liceras, F., McKee, M., & Legido-Quigley, H. (2015) The effects of the financial crisis and austerity measures on the Spanish health care system: a qualitative analysis of health professionals’ perceptions in the region of Valencia. Health Policy, Nº 119(1), pp. 100-106.
  • Child, C. (2016) Tip of the iceberg: The nonprofit underpinnings of for-profit social enterprise. Nonprofit and Voluntary Sector Quarterly, Nº 45(2), pp. 217-237.
  • Coffé, H., & Geys, B. (2007) Toward an empirical characterization of bridging and bonding social capital. Nonprofit and Voluntary Sector Quarterly, Nº 36(1), pp. 121-139.
  • Cohen, B. (2006) Sustainable valley entrepreneurial ecosystems. Business Strategy and the Environment, Nº 15(1), pp. 1-14.
  • Cox, J., Oh, E. Y., Simmons, B., Graham, G., Greenhill, A., Lintott, C., ... & Meriton, R. (2019) Getting connected: An empirical investigation of the relationship between social capital and philanthropy among online volunteers. Nonprofit and Voluntary Sector Quarterly, 48(2_suppl), Nº 151S-173S.
  • Dacin, P.A., Dacin, M.T., & Matear, M. (2010) Social entrepreneurship: Why we don't need a new theory and how we move forward from here. Academy of management perspectives, Nº 24(3), pp. 37-57.
  • Dyllick, T., & Hockerts, K. (2002) Beyond the business case for corporate sustainability. Business strategy and the environment, 11(2), pp. 130-141.
  • Dyllick, T., & Muff, K. (2016) Clarifying the meaning of sustainable business: Introducing a typology from businessas-usual to true business sustainability. Organization & Environment, 29(2), pp. 156-174.
  • Doherty, B., Haugh, H., & Lyon, F. (2014) Social enterprises as hybrid organizations: A review and research agenda. International journal of management reviews, 16(4), pp. 417-436.
  • Eisenhardt, K. M., & Graebner, M. E. (2007) Theory building from cases: Opportunities and challenges. Academy of Management Journal, Nº 50(1), pp. 25–32.
  • Evans, M., & Syrett, S. (2007) Generating social capital? The social economy and local economic development. European Urban and Regional Studies, Nº 14, pp. 53–72.
  • Florin, J., & Schmidt, E. (2011) Creating shared value in the hybrid venture arena: A business model innovation perspective. Journal of Social Entrepreneurship, 2(2), pp. 165-197.
  • Galaskiewicz, J., & Colman, M. S. (2006) Collaboration between corporations and nonprofit organizations. In W. W. Powell & R. Steinberg (Eds.), The nonprofit sector: A research handbook (Vol. 2). New Haven, CT: Yale University Press, pp. 180-204.
  • Granovetter, M. (1973) The strengthof weak ties. American Journal of Sociology, Nº 78(6), pp. 1360-1380.
  • Granovetter, M. (1985) Economic action and social structure: The problem of embeddedness. American journal of sociology, Nº 91(3), pp. 481-510.
  • Grassl, W. (2012) Business models of social enterprise: A design approach to hybridity. ACRN Journal of entrepreneurship Perspectives, 1(1), pp. 37-60.
  • Haigh, N., & Hoffman, A. J. (2012, July) The New Heretics: Hybrid Organizations and The Changing Face of Corporate Sustainability. In Academy of Management Proceedings (Vol. 2012, No. 1, p. 13993). Briarcliff Manor, NY 10510: Academy of Management.
  • Harjula, L. (2006) Tensions between Venture Capitalists' and Business-Social Entrepreneurs' Goals. Greener Management International, 51.
  • Hasenfeld, Y., & Gidron, B. (2005) Understanding multi-purpose hybrid voluntary organizations: The contributions of theories on civil society, social movements and non-profit organizations. Journal of civil society, Nº 1(2), pp. 97- 112.
  • Iturrioz-Landart, C., Aragón-Amonarriz, C., & Narvaiza-Cantin, L. (2015) How to foster shared innovation within SMEs' networks: Social capital and the role of intermediaries. European Management Journal, Nº 33(2), pp. 104- 115.
  • Kramer, M. R., & Pfitzer, M. W. (2016). The ecosystem of shared value. Harvard Business Review, 94(10), pp. 80-89.
  • Kramer, M. R., & Porter, M. (2011) Creating shared value (Vol. 17) FSG.Liu, G., & Ko, W.-W. (2012) Organizational learning and marketing capability development: A study of the charity retailing operations of British social enterprise. Nonprofit and Voluntary Sector Quarterly, Nº 41, pp. 580–608.
  • Lyon, F., & Fernandez, H. (2012) Strategies for scaling up social enterprise: lessons from early years providers. Social Enterprise Journal, Nº 8(1), pp. 63-77.
  • Maestre-Matos, M., Páez Cabas, A. P., & Lombana-Coy, J. E. (2020). Shared value: a bibliometric review of the literature from the approaches of strategy, corporate social responsibility and stakeholder. Cuadernos de Administración (Universidad del Valle), 36(66), 172-186.Montiel, I. (2008). Corporate social responsibility and corporate sustainability: Separate pasts, common futures. Organization & Environment, 21(3), pp. 245-269.
  • Monzon, J.L. & Chaves, R. (2020) Presentacion del número 100, CIRIEC-España, Revista de Economía Pública, Social y Cooperativa, 100.
  • Mühlbacher, H., & Böbel, I. (2019) From zero-sum to win-win-Organisational conditions for successful shared value strategy implementation. European Management Journal, 37(3), pp. 313-324.
  • Murillo, D., & Vallentin, S. (2012) CSR, SMEs and social capital. Ramon Llull Journal of Applied Ethics, pp. 17-46.
  • Nahapiet, J., & Ghoshal, S. (1998) Social capital, intellectual capital, and the organizational advantage. Academy of management review, Nº 23(2), pp. 242-266.
  • Ozcan, P., & Eisenhardt, K. M. (2009) Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Academy of Management Journal, Nº 52(2), pp. 246–279.
  • Pache, A. C., Battilana, J., & Spencer, C. (2018, July) Keeping an Eye on Two Goals: Governance and Organizational Attention in Hybrid Organizations. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 18007). Briarcliff Manor, NY 10510: Academy of Management.
  • Pache, A. C., & Santos, F. (2013) Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of management journal, 56(4), pp. 972-1001.
  • Pache, A. C., & Santos, F. (2010) When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, Nº 35(3), pp. 455–476.
  • Patton, M. Q. (1987) How to use qualitative methods in evaluation. Newbury Park, CA: Sage Publications, Inc.
  • Pfeilstetter, R.; Gómez-Carrasco, I. (2020) Local meanings of social enterprise. A historical-particularist view on hybridity of organizations. REVESCO. Revista de Estudios Cooperativos, vol. 134, e69162. https://dx.doi.org/10.5209/REVE.69162.
  • Powell, M., Gillett, A., & Doherty, B. (2019) Sustainability in social enterprise: hybrid organizing in public services. Public Management Review, Nº 21(2), pp. 159-186.
  • Putnam, R. D. (2000) Bowling alone: America’s declining social capital. In Culture and politics. Palgrave Macmillan, New York, pp. 223-234.
  • Schneider, J. A. (2009) Organizational social capital and nonprofits. Nonprofit and Voluntary Sector Quarterly, Nº 38(4), pp. 643-662.
  • Tabares, S. (2021). Do hybrid organizations contribute to Sustainable Development Goals? Evidence from B Corps in Colombia. Journal of Cleaner Production, 280, 124615.
  • Tan, W. L., Williams, J., & Tan, T. M. (2005) Defining the ‘social’in ‘social entrepreneurship’: Altruism and entrepreneurship. The International Entrepreneurship and Management Journal, Nº 1(3), pp. 353-365.
  • Theodoraki, C., Messeghem, K., & Rice, M. P. (2018) A social capital approach to the development of sustainable entrepreneurial ecosystems: an explorative study. Small Business Economics, Nº 51(1), pp. 153-170.
  • Thomasson, A. (2019) The Importance of the Owner Relationship in Shaping Hybrid Organizations. In Managing Hybrid Organizations. Palgrave Macmillan, Cham.
  • Tracey, P., & Jarvis, O. (2007) Toward a theory of social venture franchising. Entrepreneurship theory and practice, Nº 31(5), pp. 667-685.
  • Tracey, P., Phillips, N., & Jarvis, O. (2011) Bridging institutional entrepreneurship and the creation of new organizational forms: A multilevel model. Organization science, 22(1), pp. 60-80.
  • Van Marrewijk, M. (2003) Concepts and definitions of CSR and corporate sustainability: Between agency and communion. Journal of business ethics, 44(2), pp. 95-105.
  • Yin, R. (1994) Case study research: Design and methods. Beverly Hills, pp. 129-155.
  • Yin, R. K. (2003) Case study research: Design and methods. Thousand Oaks, CA: Sage Publications, Inc.
  • Yin, R. K. (2004) The case study anthology. Thousand Oaks, CA: Sage Publications, Inc.
  • Young, D. R., Salamon, L. M., & Grinsfelder, M. C. (2012) Commercialization, social ventures, and for-profit competition. In L. M. Salamon (Ed.), The state of nonprofit America (2nd ed.). Washington, DC: Brookings Institution Press, pp. 521-548.
  • Woodhouse, A. (2006) Social capital and economic development in regional Australia: A case study. Journal of rural studies, Nº 22(1), pp. 83-94.
  • Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009) A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of business venturing, 24(5), pp. 519-532.