A multi-organizational cross-sectoral collaboration: empirical evidence from an ‘Empty Homes’ project

Gillett, Alex; Loader, Kim; Doherty, Bob; Scott, Jonathan M.

doi:10.1080/09540962.2016.1103413

Cited by 24 publications

(21 citation statements)

References 21 publications

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“…The term differentiated can be used to describe instances where hybrid organisations are unable to integrate activities, resources, structure and culture to deliver multiple and simultaneous forms of value (Santos et al, 2015). SE hybrids therefore aim to balance multiple logics, namely market/commercial logics to successfully achieve business objectives and social welfare/community logic to create social value (Pache and Santos, 2010;Mullins et al, 2012;Gillett et al, 2016). The implication is that SEs must manage tensions that occur from the dynamic between the multiple logics, such as the requirement for (and pace of) growth in trading income in order to achieve economies of scale and financial security without sacrificing the quality of care or service to recipients (Gillett et al, 2016).…”

Section: Hybrid Organizing In Social Enterprisementioning

confidence: 99%

Sustainability in social enterprise: hybrid organizing in public services

Powell

Gillett

Doherty

2018

Public Management Review

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104

110

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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.

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Section: Hybrid Organizing In Social Enterprisementioning

confidence: 99%

Sustainability in social enterprise: hybrid organizing in public services

Powell

Gillett

Doherty

2018

Public Management Review

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104

110

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“…Previous research has emphasized the benefits of social alliances between partners within-and across-sectoral boundaries but not the challenges of managing different institutional logics (Austin 2010;Gillett et al 2016). Hybrids are hence well placed to collaborate with non-profits and with the private sector corporates (Di Domenico et al 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project

et al. 2018

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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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“…However, inter-company routines can be an obstacle to timely joint responses when collaborating firms lack strong relations among themselves, even if their interests remain aligned in the new environment (Gillett et al, 2016). This study believes that independent or collaborative relationships do not guarantee the success or effectiveness of an organisation because size cannot determine success but input quality does.…”

Section: Collaborative Relationships and Environmentsmentioning

confidence: 92%

Corporate Entrepreneurship, Strategy Formulation, and the Performance of the Nigerian Manufacturing Sector

OMISORE¹

2019

Preprint

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Corporate entrepreneurship is a process that encourages formulating and implementing new ideas, taking risks, and creating new ideas to start new businesses. It is associated with innovation, which results in entrepreneur wealth and adds value for an organisation and the customers that buy the products. The Nigerian manufacturing sector has been underperforming in the past decade with numerous firms in the sector operating at less than 30% of initially installed capacity. Despite various industrial transformation programmes initiated by the successive governments to boost manufacturing outputs, most firms in this sector do not seem to have made any significant progress in response. Reasons for this underperformance is arguably due to the misalignment between ‘externally-driven’ policies and the ‘internal processes’ within the individual firms of various sizes. To explore and unravel the undercurrents impelling the seeming strategy- environment misalignment, this study takes a recourse to the strategic management literature. It draws from the intersectionality of strategy-environment congruence and the attendant moderating effect on performance. In order to drill down to conceptual specifics, it builds on the 3Cs framework (competence, commitment and co-ordination) initially propounded by Jha and Iyer (2007). Based on a sample of 32 manufacturing firms and leaning on the qualitative methodological approach (using interpretative phenomenological analysis), the study sought to gain situated, contextual, insights into the perceptions of the phenomenon as demonstrable in the strategic configuration. It interrogated respective processes of strategy formulation and implementation in the degree to which they are moderated by the contending environmental variables and the cumulative impact on corporate performance. This is the level of analysis at which corporate entrepreneurship behaviour, in terms of both antecedents and consequences, profoundly manifests itself; mirroring management behaviour, sensitivity and predilections towards environmental scanning capabilities. The sample of firms was drawn from firms of varying sizes in four geopolitical zones of Nigeria – South West, South East, South, and North Central. Results indicate profound ambivalences in the nature of the operating environment and the signals emitted there from which, in turn, truncates entrepreneurial behaviours of firms. Essentially, negative perceptions of the environment militated against strategic coherence, thus adversely impacting corporate performances. Essentially, the eclectic 3Cs paradigm holds strong explanatory as well as diagnostic force in explicating the setbacks of the Nigerian manufacturing sector. The analytical prism is a novelty and offers tremendous latitude for sketching out appropriate turnaround intervention strategies.

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A multi-organizational cross-sectoral collaboration: empirical evidence from an ‘Empty Homes’ project

Cited by 24 publications

References 21 publications

Sustainability in social enterprise: hybrid organizing in public services

Sustainability in social enterprise: hybrid organizing in public services

An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project

Corporate Entrepreneurship, Strategy Formulation, and the Performance of the Nigerian Manufacturing Sector

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