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Friends and colleagues,

Apologies for cross-postings.

John Walker, Jill Kickul and I are excited to invite you to submit a paper =
to a special issue of California Management Review on hybrid organizations =
and social entrepreneurship. We have pasted the call below, and full inform=
ation and submission guidelines can be found here: http://cmr.berkeley.edu/=
submission_guidelines.html#paper_calls.

CALIFORNIA MANAGEMENT REVIEW
CALL FOR PAPERS
Hybrid Organizations: Origins, Strategies, Impacts and Implications
Guest Editors
Nardia Haigh (corresponding guest editor), University of Massachusetts, Bos=
ton, Nardia.Haigh@umb.edu<mailto:Nardia.Haigh@umb.edu>
John Walker, Echoing Green, New York, John@echoinggreen.org<mailto:John@ech=
oinggreen.org>
Jill Kickul, NYU Stern School of Business, New York, jkickul@stern.nyu.edu<=
mailto:jkickul@stern.nyu.edu>

With the market for socially and environmentally conscious consumer product=
s and services growing to almost $300 billion1 and the market for socially =
responsible investments growing to $3 trillion in assets (or 12% of profess=
ionally managed funds) in the U.S. alone,2 there has been complementary gro=
wth in the popularity of hybrid organizations. Hybrid organizations generat=
e income in ways that are more consistent with a for-profit model, but abid=
e by substantial social and ecological missions, which have historically be=
en associated with non-profit models. They have been referred to as Fourth =
Sector, For-Benefit, Values Driven, Mission Driven, Conscious Capitalism, B=
-Corporations, and Social Enterprises.3-5 We use the term "hybrid organizat=
ion" because it reflects the trend of such enterprises to develop business =
models that are a hybrid of what is traditionally considered for-profit and=
non-profit, and because they can exist on either side of the for-profit/no=
n-profit divide (or both sides).6

The growth in the number and impact of hybrid organizations also complement=
s the introduction of new business registration categories that protect exe=
cutives and management from shareholder action demanding that profit be max=
imized and prioritized over mission. In the U.S. alone these categories inc=
lude L3C (Low-profit Limited Liability Company), Benefit LLC, Benefit Corpo=
ration, and Flexible Purpose Corporation. At the time of writing, twelve U.=
S. states had enacted such legislation, and it was proposed in a further fo=
urteen.7 The certification body B-Lab is a key protagonist in this movement=
, as is The American Sustainable Business Council. Since 2008, B-Lab has ce=
rtified 693 "B Corporations," collectively generating $4.2 billion in annua=
l revenue, and operating throughout 60 industries in 24 countries.7 The gro=
wth in hybrid organizations makes them of interest to more traditional for-=
profit companies because they have become competitors and acquisition targe=
ts.8 Hybrids also compete with traditional non-profit organizations, since =
in many cases they can source funding and support from the same foundations=
and agencies, and occupy similar places in the mind of the donating public=
.

Hybrid business models have been termed "sustainability-driven,"6 because t=
heir business models are designed around the alleviation of a particular se=
t of social and/or environmental issues.9 However, they also face significa=
nt challenges surrounding the choice of legal structure, measurement of imp=
act, funding, and scaling up operations.10 Valid questions have also been r=
aised about the sustainability of their models and missions, since there ar=
e examples where hybrids have folded or drifted away from their mission eit=
her through acquisition, leadership changes, or fierce competition from mai=
nstream businesses that maximize profits.5 Other questions inquire about de=
gree to which operating a for-profit business with embedded consciousness c=
ould ever be widely applied or achieve the sustained societal and environme=
ntal transformation for which they strive.5


The goal of this special issue is to stimulate authors to consider the rise=
of hybrid organizations, the ways in which they create and track the share=
d value to which they aspire, and the degree to which these models are sust=
ainable over the long-term. Perhaps more significantly, we aim to offer val=
uable content focusing on the implications (positive and negative) of hybri=
d models for the management of traditional businesses and hence CMR's audie=
nce. To date, only anecdotal evidence has been presented about how hybrids =
have influenced their competitors and industry bodies (e.g., the role Maggi=
e's Organics had in establishing organic fiber processing standards in the =
American apparel industry6). We aim to attract papers based on scholarly st=
udies, and invite submissions that address (but are not limited to) the fol=
lowing topics and suggested research questions:

* Origins and significance of hybrid organizations

o What explains their growth and popularity?

o Are they a force or a fad?

* Strategies of and challenges surrounding hybrid organizations:

o How are hybrid organizations addressing mission drift, scalability, fin=
ancing and other known challenges they face?

o What are the advantages and disadvantages of choosing variations of the=
LLC form (e.g., L3C, CIC, and Benefit LLC) or variations of corporate form=
(e.g., Benefit Corporation, flexible purpose corporation) over their origi=
nal forms?

o How do hybrid organizations compare in purpose, strategies and models b=
etween developing and developed markets?

* Measurement of social impact and performance:

o What impact do hybrid organizations have on their focal issues? Are the=
re differences in impact between industries, markets, regions, etc.?

o Do hybrid organizations perform better than their traditional for-profi=
t or non-profit counterparts in terms of social impact and financial perfor=
mance?

o What issues surround the measurement of social impact, and how are they=
overcome?

* Implications of hybrids for management:

o What implications do hybrid organizations carry for the management of t=
raditional for-profit business models?

o What implications do they carry for management in the non-profit sector=
?

o How do traditional companies and non-profits compete with hybrid organi=
zations? For example:

* Are hybrids perceived as a force or a fad?

* To what degree (if any) are traditional companies and non-profits alteri=
ng their strategies or even their models to compete with hybrid organizatio=
ns?


Submission and Deadlines

To submit your manuscript for this special issue, please email your paper t=
o nardia.haigh@umb.edu<mailto:nardia.haigh@umb.edu> by 31 October 2013. All=
papers should meet the content and style guidelines of CMR, which can be f=
ound here: http://cmr.berkeley.edu/submission_guidelines.html.

All submissions will be reviewed following CMR's review process. Final deci=
sions about publication will be made by the CMR editor. For further informa=
tion, please contact the CMR co-guest editor for this special issue, Nardia=
Haigh: nardia.haigh@umb.edu<mailto:nardia.haigh@umb.edu>.


References
1. LOHAS. 2011. Lifestyles of Health and Sustainability. http://www.lohas.=
com/about, accessed 29 July 2011.
2. USSIF. 2010. Report: Socially Responsible Investing Assets in US Top $3 =
Trillion; Nearly 1 Out of Every 8 Dollars Under Professional Management. h=
ttp://ussif.org/news/releases/pressrelease.cfm?id=3D168, accessed 12 August=
2011.
3. Alter, K. 2004. Social Enterprise Typology. Seattle, WA: Virtue Ventures=
LLC.
4. Boyd, B., et al. 2009. Hybrid Organizations: New Business Models for Env=
ironmental Leadership. Sheffield: Greenleaf Publishing.
5. O'Toole, J. and D. Vogel. 2011. Two and a Half Cheers for Conscious Capi=
talism, California Management Review, 53/3: 60-76.
6. Hoffman, A.J., K.K. Badiane, and N. Haigh. 2012. Hybrid Organizations as=
Agents of Positive Social Change: Bridging the For-Profit & Non-Profit Div=
ide, in Using a Positive Lens to Explore Social Change and Organizations: B=
uilding a Theoretical and Research Foundation, K. Golden-Biddle and J. Dutt=
on, Editors, Routledge, Taylor and Francis Group.
7. B-Lab. 2012. Annual Report and website. http://bcorporation.net/, acces=
sed 3 July 2012.
8. Haigh, N. and A.J. Hoffman. 2012. Hybrid organizations: The next chapter=
of sustainable business, Organizational Dynamics, 41: 126-134.
9. Nielsen, C. and P.M. Samia. 2008. Understanding key factors in social en=
terprise development of the BOP: a systems approach applied to case studies=
in the Philippines, Journal of Consumer Marketing, 25/7: 446-454.
10. Battilana, J., et al. 2012. In Search of the Hybrid Ideal, in Stanford =
Social Innovation Review: Stanford, United States, Stanford. p. 51-55.


Have a fabulous summer.

Nardia


________________________
Nardia Haigh, Ph.D.
Assistant Professor
College of Management
University of Massachusetts Boston
100 Morrissey Boulevard
Boston, MA 02125

Office 215, 5th Floor McCormack Building
Ph: +1 (617) 287 7731


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