organizational hybridity; network; renewable energy
Abstract :
[en] Hybrid organizational forms combine values and practices from different institutional domains, rendering them difficult to fit neatly into the structures of extant organizational forms. Since the work required to institutionalize a new hybrid organizational form may be beyond the resources and capabilities of individual organizations acting alone, we shift the focus to inter-organizational collective action. Using empirical data from a study of a European network of renewable energy cooperatives, we find that, in order to institutionalize the new hybrid organizational form, the network can contribute to overcome the legitimacy challenges inherent in organizational hybridity. In particular, the network builds field-level receptivity to institutional pluralism, collectively codifies the hybrid organizational form, and consolidates legitimation towards plural field-level audiences. In order to perform these institutionalization roles, the network itself becomes increasingly formalized and mobilizes mediating functions involving different types of resources, legitimacy and target audiences. The research advances knowledge of hybrid organizational forms and their collective institutionalization through inter-organizational networks.
Research Center/Unit :
CES - Centre d'Économie Sociale - ULiège
Disciplines :
Social economics General management, entrepreneurship & organizational theory
Author, co-author :
Huybrechts, Benjamin ; Université de Liège > HEC Liège : UER > Management en économie sociale
Haugh, Helen
Language :
English
Title :
The Roles of Networks in Institutionalizing New Hybrid Organizational Forms: Insights from the European Renewable Energy Cooperative Network
scite shows how a scientific paper has been cited by providing the context of the citation, a classification describing whether it supports, mentions, or contrasts the cited claim, and a label indicating in which section the citation was made.
Bibliography
Aldrich H. E., Fiol C. M., (1994). Fools rush in? The institutional context of industry creation. Organization Studies, 19, 645–670
Ashforth B. E., Reingen P. H., (2014). Functions of dysfunction: Managing the dynamics of an organizational duality in a natural food cooperative. Administrative Science Quarterly, 59, 474–516
Baraldi E., Gressetvold E., Harrison D., (2012). Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda. Journal of Business Research, 65, 266–276
Battilana J., Dorado S., (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53, 1419–1440
Battilana J., Lee M., (2014). Advancing research on hybrid organizing: Insights from the study of social enterprises. Academy of Management Annals, 8(1), 397–441
Battilana J., Sengul M., Pache A.-C., Model J., (2015). Harnessing productive tensions in hybrid organizations: The case of work integration social enterprises. Academy of Management Journal, 58, 1658–1685
Bauwens T., (2016). Explaining the diversity of motivations behind community renewable energy. Energy Policy, 93, 278–290
Bauwens T., Gotchev B., Holstenkamp L., (2016). What drives the development of community energy in Europe? The case of wind power cooperatives. Energy Research & Social Science, 13, 136–147
Bitektine A., Haack P., (2015). The macro and the micro of legitimacy: Towards a multi-level theory of the legitimacy process. Organization Studies, 40, 49–75
Brass D. J., Galaskiewicz J., Greve H. R., Wenpin T., (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47, 795–817
Creed W. D., Scully M. A., Austin J. R., (2002). Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organization Science, 13, 475–496
David R. J., Sine W. D., Haveman H. A., (2013). Seizing opportunity in emerging fields: How institutional entrepreneurs legitimated the professional form of management consulting. Organization Science, 24, 356–377
DiMaggio P., Powell W., (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160
Doherty B., Haugh H., Lyon F., (2014). Social enterprises as hybrid organizations: A review and research agenda. International Journal of Management Reviews, 16, 417–436
Dufays F., Huybrechts B., (2016). Where do hybrids come from? Entrepreneurial team heterogeneity as an avenue for the emergence of hybrid organizations. International Small Business Journal, 34, 777–796
Ebrahim A., Battilana J., Mair J., (2014). The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations. Research in Organizational Behavior, 34, 81–100
Eisenhardt K. M., (1989). Building theories from case study research. Academy of Management Reviw, 14, 532–550
Esparza N., Walker E. T., Rossman G., (2014). Trade associations and the legitimation of entrepreneurial movements: Collective action in the emerging gourmet food truck industry. Nonprofit and Voluntary Sector Quarterly, 43, 143–162
Gioia D. A., Corley K. G., Hamilton A. L., (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16, 15–31
Glynn M. A., Lounsbury M., (2005). From the critics’ corner: logic blending, discursive change and authenticity in a cultural production system. Journal of Management Studies, 42, 1031–1055
Greenwood R., Hinings C. R., Suddaby R., (2002). Theorizing change: The role of professional associations in the transformation of institutionalized fields. Academy of Management Journal, 45, 58–80
Greenwood R., Suddaby R., (2006). Institutional entrepreneurship in mature fields: The Big Five accounting firms. Academy of Management Journal, 49, 27–48
Hargrave T. J., Van De Ven A. H., (2006). A collective action model of institutional innovation. Organization Studies, 31, 864–888
Human S. E., Provan K. G., (2000). Legitimacy building in the evolution of small-firm multilateral networks: A comparative study of success and demise. Administrative Science Quarterly, 45, 327–365
Huybrechts B., (2010). Fair trade organizations in Belgium: Unity in diversity? Journal of Business Ethics, 92(0), 217–240
Huybrechts B., Mertens S., (2014). The relevance of the cooperative model in the field of renewable energy. Annals of Public & Cooperative Economics, 85, 193–212
Jay J., (2013). Navigating paradox as a mechanism of change and innovation in hybrid organizations. Academy of Management Journal, 56, 137–159
Jones S., Van De Ven A. H., (2013). Interorganizational networks. In Kessler E. H., (Ed.), Encyclopedia of management theory (pp. 399–401). Thousand Oaks, CA: SAGE Publications
King N., (2012). Doing template analysis. In Symon G., Cassell C., (Eds.), Qualitative organizational research: Core methods and current challenges (pp. 426–450). Thousand Oaks, CA: SAGE Publications
Kodeih F., Greenwood R., (2014). Responding to institutional complexity: The role of identity. Organization Studies, 35, 7–39
Kraatz M. S., Block E. S., (2008). Organizational implications of institutional pluralism. In Greenwood R., Oliver C., Suddaby R., Sahlin-Andersson K., (Eds.), Handbook of organizational institutionalism (pp. 243–275). London: SAGE Publications
Lampel J., Meyer A. D., (2008). Guest editors’ introduction. Journal of Management Studies, 45, 1025–1035
Lawrence T. B., Suddaby R., (2006). Institutions and institutional work. In Clegg S. R., Hardy C., Lawrence T. B., Nord W. R., (Eds.), The Sage handbook of organization studies (pp. 215–254). London, Thousand Oaks: SAGE Publications
Lee K., Pennings J. M., (2002). Mimicry and the market: Adoption of a new organizational form. Academy of Management Journal, 45, 144–162
Maguire S., Hardy C., Lawrence T. B., (2004). Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada. Academy of Management Journal, 47, 657–679
Montgomery K., Oliver A. L., (2007). A fresh look at how professions take shape: Dual-directed networking dynamics and social boundaries. Organization Studies, 28, 661–687
Nelson T., Nelson D., Huybrechts B., Dufays F., O’Shea N., Trasciani G., (2016). Emergent identity formation and the co-operative: theory building in relation to alternative organizational forms. Entrepreneurship & Regional Development, 28, 286–309
Newell S., Robertson M., Scarbrough H., Swan J., (2002). Managing knowledge work and innovation. Basingstoke, UK: Palgrave Macmillan
Nohria N., Eccles R., (1992). Face-to-face: Making network organizations work. In Nohria N., Eccles R., (Eds.), Networks and organizations: Structure, form, and action (pp. 288–308). Boston, MA: Harvard Business School Press
Owen-Smith J., Powell W. W., (2004). Knowledge networks as channels and conduits: The effects of spillovers in the Boston biotechnology community. Organization Science, 15, 5–21
Pache A.-C., Santos F., (2013). Inside the hybrid organization: Selective coupling as a response to conflicting institutional logics. Academy of Management Journal, 56, 972–1001
Perkmann M., Spicer A., (2014). How emerging organizations take form: The role of imprinting and values in organizational bricolage. Organization Science, 25, 1785–1806
Powell W. W., White D. R., Koput K. W., Owen-Smith J., (2005). Network dynamics and field evolution: The growth of interorganizational collaboration in the life sciences. American Journal of Sociology, 110, 1132–1205
Rao H., Morrill C., Zald M. N., (2000). Power plays: Social movements and collective action create new organizational forms. In Staw B. M., Sutton R. I., (Eds.), Research in Organizational Behaviour (Vol. 22, pp. 239–282). New York: Elsevier
Ruef M., (2000). The emergence of organizational forms: A community ecology approach. American Journal of Sociology, 106, 658–714
Schneiberg M., (2013). Movements as political conditions for diffusion: Anti-corporate movements and the spread of cooperative forms in American capitalism. Organization Studies, 34, 653–682
Sine W. D., Lee B. H., (2009). Tilting at windmills? The environmental movement and the emergence of the U.S. wind energy sector. Administrative Science Quarterly, 54, 123–155
Strauss A., Corbin J. M., (1990). Basics of qualitative research: Grounded theory procedures and techniques. Thousand Oaks, CA: SAGE Publications
Suchman M. C., (1995). Managing legitimacy: Strategic and institutional approaches. Organization Studies, 20, 571–610
Tost L. P., (2011). An integrative model of legitimacy judgments. Organization Studies, 36, 686–710
Toubiana M., Oliver C., Bradshaw P., (forthcoming). Beyond differentiation and integration: The challenges of managing internal complexity in federations. Organization Studies. Published online, 11 October 2016
Tracey P., Phillips N., Jarvis O., (2011). Bridging institutional entrepreneurship and the creation of new organizational forms: A multilevel model. Organization Science, 22, 60–80
Überbacher F., (2014). Legitimation of new ventures: A review and research programme. Journal of Management Studies, 51, 667–698
Vickers I., Lyon F., (2012). Beyond green niches? Growth strategies of environmentally-motivated social enterprises. International Small Business Journal, 32, 449–470
Wijen F., Ansari S., (2007). Overcoming inaction through collective institutional entrepreneurship: Insights from regime theory. Organization Studies, 28, 1079–1100
Xu D., Lu J. W., Gu Q., (2014). Organizational forms and multi-population dynamics. Administrative Science Quarterly, 59, 517–547
Yin R. K., (2009). Case study research. Design and methods. Thousand Oaks, CA: SAGE Publications
York J., Hargrave T., Pacheco D., (2016). Converging winds: Logic hybridization in the Colorado wind energy field. Academy of Management Journal, 59, 579–610
Zuckerman E. W., (1999). The categorical imperative: Securities analysts and the illegitimacy discount. American Journal of Sociology, 104, 1398–1438
Similar publications
Sorry the service is unavailable at the moment. Please try again later.
This website uses cookies to improve user experience. Read more
Save & Close
Accept all
Decline all
Show detailsHide details
Cookie declaration
About cookies
Strictly necessary
Performance
Strictly necessary cookies allow core website functionality such as user login and account management. The website cannot be used properly without strictly necessary cookies.
This cookie is used by Cookie-Script.com service to remember visitor cookie consent preferences. It is necessary for Cookie-Script.com cookie banner to work properly.
Performance cookies are used to see how visitors use the website, eg. analytics cookies. Those cookies cannot be used to directly identify a certain visitor.
Used to store the attribution information, the referrer initially used to visit the website
Cookies are small text files that are placed on your computer by websites that you visit. Websites use cookies to help users navigate efficiently and perform certain functions. Cookies that are required for the website to operate properly are allowed to be set without your permission. All other cookies need to be approved before they can be set in the browser.
You can change your consent to cookie usage at any time on our Privacy Policy page.
