In this chapter we argue that hybrid organizations, i.e., organizations pursuing dual goals, are an important site for rethinking and potentially recasting our perspective on organizational governance. We give an overview of the specific governance challenges hybrid organizations face and probe conventional and more novel approaches and their potential to understand governance in hybrid organizations. Introducing empirical findings from a large-scale qualitative and quantitative study about governance in social enterprises, we propose to complement the reactive approach dominant in the governance literature with a more proactive approach: drawing on the work of Philip Selznick, we introduce a governance approach focused on purpose, commitment and new ways of coordination. We propose that these three interlocking governance mechanisms allow hybrid organizations such as social enterprises to mitigate governance challenges such as the risk of mission drift in a proactive rather than reactive manner.
Institutional Login
Log in with Open Athens, Shibboleth, or your institutional credentials
Personal login
Log in with your Elgar Online account
-
Front Matter
-
Part I: FUNDAMENTALS OF NONPROFIT GOVERNANCE
-
Part II: THEORETICAL FRAMEWORKS
-
Part III: GOVERNANCE FOR SPECIFIC TYPES OF NONPROFIT ORGANIZATIONS
-
Part IV: FUTURE CHALLENGES
