Samhällets hjältar - och framtidens vinnare? En studie om hur ledningen i nystartade sociala företag hanterar motstridande krav
Sammanfattning: Social entrepreneurship is a trend that is becoming a more recognized societal phenomenon. Since the business model incorporates the competing social welfare and commercial logics, many researchers have questioned how leaders manage the effects of the institutional plurality. Existing literature has revealed how established companies manage already given identities but the question of how new businesses build and manage a hybrid identity is still unanswered. Therefore, this study aims to explore how leaders in social startups form and manage the organization's hybrid identity. As a base for empirical studies, a theoretical framework has been developed by adopting previous research about the management of hybrid identities in established companies. This suggests that leaders form the hybrid identity by recruitment and use methods for managing the identity defined as deletion, decoupling, selective coupling, compromise and integration. An empirical study of eight leaders within four young social enterprises have been made to explore if this framework is applicable for startups as well. This study shows that in social startups, much of the leaders' attention is given to the forming of the hybrid identity rather than the management of the identity itself. Since these leaders are often the founding entrepreneurs they can early form an identity that prevent the logics from colliding. A new framework has been developed as a result of the findings of this research, whereas four of the initial methods have been confirmed (recruitment, deletion, selective coupling, integration), two have been rejected (decoupling, compromise) and three new methods have been added (choice of business area, choice of investors and transparency). Additionally, a change in society has been identified: people are accepting the combination of commercial and social objectives in organizations to a larger extent. This has been analyzed as a contributing factor that simplifies the leaders' forming and managing processes. Overall, our findings contribute to an increased understanding of how leaders in young social enterprises can successfully form and manage a hybrid identity.
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