Hybrid Organizations as Agents of Positive Social Change: Bridging the For-Profit and Non-Profit Divide

Abstract

Addressing sustainability issues in a globalized world requires the emergence and diff usion of new organizational forms and new forms of governance (Ehrenfeld, 2008; Elkington, 1998). In this chapter, we note how the traditional distinctions between for-profi t and non-profi t sectors are blurring, and explore the emergence of a new form of organization in that intervening space: termed the hybrid organization. We explore this new organizational form and identify a sustainability-driven business model that hybrids use to create and diff use positive social change within the social and environmental contexts they operate. Drivers of this model include concepts familiar to scholars of positive organizational scholarship, such as organizational virtuousness (Cameron, Bright, & Caza, 2004), positive meaning-making, positive relationships (Dutton & Glynn, 2008), and thriving at work (Spreitzer, Sutcliff e, Dutton, Sonenshein, & Grant, 2005). Th e social change agency of hybrid organizations is further enabled by positive leadership (Cameron & Lavine, 2006).

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