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Tensioning as intertwining, competition and superseding: a self-regulation approach to managing hybridity tensions in social enterprises

dc.rights.licenseopenen_US
dc.contributor.authorANGELUCCI, Anaïs
dc.contributor.authorHERMANS, Julie
dc.contributor.authorRADU-LEFEBVRE, Miruna
hal.structure.identifierLaboratoire de psychologie [LabPsy]
dc.contributor.authorANGEL, Vincent
dc.date.accessioned2024-02-05T13:27:12Z
dc.date.available2024-02-05T13:27:12Z
dc.date.issued2023-03-31
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/187819
dc.description.abstractEnPurposeAs hybrid organisations operating at the intersection of opposing institutional logics, social enterprises (SEs) pursue the creation of social value w hile functioning as businesses, which generates tensions between social and business concerns. Limited knowledge exists, however, of how hybridity is managed at the intra-individual level. Drawing on regulatory focus theory (RFT), this paper investigates the role of self-regulation in managing hybridity tensions in SEs.Design/methodology/approachA multiple-case design is useful in investigating the situated cognitive mechanisms underlying individual self-regulation in the context of managing tensions in SEs. The authors interviewed 22 managers from Belgian SEs that had been active in the home-care sector for at least five years before the COVID-19 pandemic to understand how managers handle the tensions between social and business concerns through self-regulation.FindingsThe authors show that managers in SEs experience three forms of tensioning: tensioning as intertwining, tensioning as competition and tensioning as superseding. Managers respond differently to tensions depending on their self-regulatory focus (promotion versus prevention) on social and business goals, and this is reflected in their hybridity practices (entrepreneurship, commercialisation, corporatisation and managerialisation). Informed by both social and business logics, hybridity practices serve as tactics used as part of managers' self-regulation, enabling them to handle tensions.Originality/valueBy studying the interactions between individual cognition and institutional logics, this study contributes to the micro-foundations of institutional logics by revealing the role of self-regulation mechanisms in managing tensions in hybrid organisations.
dc.language.isoENen_US
dc.subject.enInstitutional logic
dc.subject.enHybrid organisation
dc.subject.enSocial entreprise
dc.subject.enRegulatory focus theory
dc.subject.enSelf-regulation
dc.title.enTensioning as intertwining, competition and superseding: a self-regulation approach to managing hybridity tensions in social enterprises
dc.title.alternativeInt. J. Entrepreneurial Behav. Res.en_US
dc.typeArticle de revueen_US
dc.identifier.doi10.1108/IJEBR-10-2021-0850en_US
dc.subject.halSciences de l'Homme et Société/Psychologieen_US
bordeaux.journalInternational Journal of Entrepreneurial Behaviour and Researchen_US
bordeaux.page643-664en_US
bordeaux.volume29en_US
bordeaux.hal.laboratoriesLaboratoire de psychologie (LabPsy) - UR 4139en_US
bordeaux.issue3en_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.peerReviewedouien_US
bordeaux.inpressnonen_US
hal.identifierhal-04566516
hal.version1
hal.date.transferred2024-05-02T13:52:13Z
hal.popularnonen_US
hal.audienceInternationaleen_US
hal.exporttrue
dc.rights.ccPas de Licence CCen_US
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