Hybrid Organizational Culture: The Case of Social Enterprises

Milana Yaari*, Edith Blit-Cohen, Rivka Savaya

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

In order to deepen the understanding of how social enterprises manage the tension between considerations of profit and well-being, the organizations were examined through theories from the field of organizational culture. In this article, research findings that indicate the unique characteristics of the organizational culture in WISE organizations are presented. The findings elicit two organizational models that depict the interface between the business and social orientations. Additionally, a model was developed to present parameters that support a hybrid organizational culture, which include: the vision of the entrepreneur, a hybrid staff, complementary practices, interorganizational relationships, and characteristics of a ‘learning organization’.

Original languageEnglish
Pages (from-to)291-313
Number of pages23
JournalJournal of Social Entrepreneurship
Volume12
Issue number2
DOIs
StatePublished - 2021

Keywords

  • Hybrid organizations
  • WISE organizations
  • management
  • organizational culture
  • social enterprises

Fingerprint

Dive into the research topics of 'Hybrid Organizational Culture: The Case of Social Enterprises'. Together they form a unique fingerprint.

Cite this