Building Character: The Formation of a Hybrid Organizational Identity in a Social Enterprise
基于对成功社会企业Fairphone前三年发展的纵向数据，研究归纳了混合组织认同形成的理论模型，揭示了创始人、领导者和成员通过实验不同组织角色和影响策略，以及领导者通过“重调”过程促进持续适应和多重目标整合的机制。
Abstract The formation of a hybrid organizational identity is a significant challenge for many social enterprises. Drawing on in‐depth longitudinal data from the first three years of a successful social enterprise – Fairphone, founded in Amsterdam – we induce an empirically grounded theoretical model of how a hybrid organizational identity is formed. We identify a general process of organizational identity formation, with founders, leaders and members experimenting with different organizational characters describing ‘who they are’ as well as with alternative social impact strategies defining ‘what they do’. As part of this experimental process, we elaborate the role of a key leadership process – ‘rekeying’, which involves leaders re‐figuring prior understandings into more dual readings – which we found facilitates ongoing adaptation and helps members of the organization to become progressively better able at combining multiple objectives and values as part of a shared hybrid identity. Our theoretical model of hybrid organizational identity formation has a number of direct implications for ongoing research on organizational identity formation and hybrid organizations.