It is commonly assumed that Social Enterprises (SEs) are able to meet social outcomes and also be financially viable, however, little research supports this claim. Using hybrid organizing as a lens to analyse case study interview data from ten SEs delivering adult day care services, we identify three factors which affect a SEs ability to simultaneously achieve social outcomes and financial sustainability and thus create value-spillovers for society. These are: diverse income streams to strengthen financial viability and reduce reliance on service-level agreements and grants; delivering social quality (quality of social impact) as well as service quality, and a hybrid workforce.

We analyse the tensions in a hybrid collaboration (specifically, a social alliance comprising three social enterprises and a local council) and how these are mitigated using boundary-spanning community impact, leading to compatibility between distinctive institutional logics. Our qualitative longitudinal study undertaken during 2011-2016 involved reviewing literature and archival data, key informant interviews, workshop and focus groups. We analysed common themes within the data, relating to our two research questions concerning how and why hybrids collaborate, and how resulting tensions are mitigated. The findings suggest a viable model of service delivery termed hybridized collaboration in which the inherent tensions from different institutional logics do not prevent success. Paradoxically, multiple logics are a basis for the partnership's existence, but the ability to achieve different and occasionally conflicting aims simultaneously (including "value for money" and local community benefit) can be difficult, resulting in tensions. We offer two novel insights. First, we highlight how social enterprise hybrids collaborate locally and in multi-organizational relationships. We found that the initial opportunity to collaborate was catalysed by the existence of shared objectives (to address housing need and unemployment). Pre-existing relationships between organizations, and the existence of synergistic capabilities also influence the choice of partners. Secondly, we identify how tensions arise (from differences in organizational size and available resources; ambitions for growth; and issues related to values and ethics), and are mitigated via several factors including the pre-existing relationships, allowing for regular "spaces of negotiation" between collaborators, the shared social mission, community social impact, the resulting public relations, and shared resources and knowledge.

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This article argues and advocates strategies for the development of historical consciousness to stimulate both first- and second-order critical reflexivity in management students with the goal of creating critical management learners. The historic turn in management and organizational studies has demonstrated that history is not the same as the past. This understanding has had implications for many areas of investigation but has not been felt as significantly as it might be in management learning and education. To make our argument, we discuss how archives can be used to stimulate the process of historical consciousness in management learners and we provide an illustrative example of how this can be done, together with a checklist to aid instructors in facilitating student use of archival material.

Purpose Existing studies of the finance of English Association Football (soccer) have tended to focus on the sport’s early years, or on the post-1992 Premiership era. The authors examine a case from the turbulent 1980s charting the struggle for economic survival of one club in a rapidly changing financial, economic, political and demographic landscape. The purpose of this paper is to examine not only the financial management of a football club during this time, but also the interventionist role of the local authority during this turbulent period. Design/methodology/approach The authors investigate the financial difficulties of a sport business, Middlesbrough Football and Athletic Company Limited, examining the broader economic context, drawing on unseen archival sources dating from the 1980s to analyze the relationship between club, local and national government and the regional economy. Findings They not only examine the financial management of the football club but also analyse the interventionist role of the local authority in supporting the club which had symbolic value for the local community. Practical implications This paper is relevant to policymakers interested in the provision of local sports facilities and the links between elite sport and participation. Originality/value The authors show that professional sports clubs are driven by a different institutional logic to state organizations and the findings enable them to define these differences, thereby refining Thornton et al.’s (2012) typology of institutional orders. Furthermore, the case study highlights practices involving informal partnership between state and sport that the authors label as shadow hybridity.