Dehybridization of Social Enterprises: A Process Model

In this paper, I introduce the concept of dehybridization, which I define as a process through which an organization transforms in a way that integrates fewer institutional logics than previously. To examine the phenomenon of dehybridization in the context of social enterprises I draw on the hybridity and hybrid organizations literature. This literature is integral in gaining a theoretical understanding of the challenges of hybrids and their transformations. Building upon this theory, I posit a process model of how dehybridization occurs in hybrid organizations and its influence over time. Illustrating dehybridization through a process model allows theorists and practitioners to recognize the transformational process from a hybrid to a less hybrid form and provides practical strategies for social entrepreneurs.

Magdalena Plesa, 2021: Dehybridization of Social Enterprises: A Process Model. Proceedings, 2021, https://doi.org/10.5465/AMBPP.2021.59

The Role of Governance in the Dehybridization of Social Enterprises

Job Market Paper with Thomas Lawrence

This paper examines the challenges of organizational governance in the transformation of hybrid organizations. Hybrid organizations, studied in the context of 33,350 Community Interest Companies from 2006-2020 in the United Kingdom, highlight tensions and contradictions arising from pursuing multiple goals. In the world of hybrid organizations, an important problem is how and why hybrid organizations shed one or more logics, which we conceptualize as the process of dehybridization. Dehybridization has implications which can transpire by the hybrid changing form to a dominant logic form, a new hybrid, or dissolution of the organization. Governance in the form of board heterogeneity is examined along eight dimensions—age, gender, title, education, occupation, directorships, tenure, and nationality—to find whether boards that are more heterogeneous are more adaptive in dehybridizing. This paper finds that boards with more overall heterogeneity are 4.5 times more likely to adaptively transform by shedding logics and dehybridizing than any other type of community interest company.

Magdalena Plesa, 2021: The Role of Governance in the Dehybridization of Social Enterprises. Proceedings, 2021, https://doi.org/10.5465/AMBPP.2021.15615abstract

Under Review at the Academy of Management Journal.

The Relationship Between Hybrid Tensions and Dehybridization of Social Enterprises

In the world of social enterprises, an important and under-examined phenomenon is the process of transforming from a hybrid structure to an organizational form with fewer logics. In this paper, I introduce the concept of dehybridization, which I define as a process through which an organization transforms in a way that sheds institutional logics. To examine the phenomenon of dehybridization in the context of social enterprises, I draw on the hybrid organizations and organizational adaptation literature.
Existing management theory more broadly offers initial insight into understanding hybrid transformations. On the one hand, prior studies have argued that inconsistent or divergent action can lead to weakened stakeholder commitment and reputational damage. On the other hand, scholars have suggested that because environments are complex and dynamic, such action is necessary for ensuring organizational adaptation and thus survival. This paper offers a theory of organizational transformation through dehybridization that specifies how organizations might respond to hybrid tensions and organizational transformations. The resulting conceptual model addresses the theoretical tension and offers novel insight into the relationship between organizational actions and logics.

Under Review at the Journal of Business Venturing