Leveraging corporate social innovation by hybrid organizations: A strategic perspective from B Corps in Latin America

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dc.citation.journalTitleJournal of Business Researcheng
dc.citation.volume186
dc.contributor.affiliationUniversidad EAFIT
dc.contributor.affiliationPontifical Catholic University of Rio de Janeiro
dc.contributor.affiliationLuleå University of Technology
dc.contributor.authorTabares, Sabrina
dc.contributor.authorDionisio, Marcelo
dc.contributor.authorParida, Vinit
dc.coverage.spatialMedellín de: Lat: 06 15 00 N degrees minutes Lat: 6.2500 decimal degrees Long: 075 36 00 W degrees minutes Long: -75.6000 decimal degrees
dc.creator.emailsatabaresa@eafit.edu.co
dc.date.accessioned2025-01-08T20:12:21Z
dc.date.available2025-01-08T20:12:21Z
dc.date.issued2024-09-11
dc.description.abstractCorporate Social Innovation (CSI) has been built upon evidence from traditional profit-seeking organizations, mainly Multinational Corporations (MNCs); however, there is limited understanding of how hybrid organizations implement CSI. Hybrid organizations mix profit and non-profit logic and hold the potential to pursue transformative change. This study explores the business strategies that enable hybrid organizations to engage in CSI for transformative impact. Focusing on B Corps, sustainability-oriented hybrids that address profit, people, and planetary issues, we conducted a multiple case study of twenty-one B Corps across Latin America. We describe how B Corps leverage CSI through transactional, iterative, and systemic strategic orientations across six business strategies. Our study provides a three-stage framework for implementing transformational change, offering insights into theory and practice, and addressing the growing demand for businesses to tackle Grand Challenges. Future research directions are also suggested.eng
dc.identifier.doi10.1016/j.jbusres.2024.114945
dc.identifier.issn1873-7978
dc.identifier.urihttps://hdl.handle.net/10784/34860
dc.language.isoeng
dc.publisherElseviereng
dc.publisher.departmentUniversidad EAFIT. Escuela de Administración. Área Organización, Dirección y Estrategiaspa
dc.publisher.placeMedellínspa
dc.publisher.programGrupo de Investigación Administración y Organizacionesspa
dc.relation.ispartofJournal of Business Research, Volume 186, January 2025
dc.relation.isversionofhttps://www.sciencedirect.com/science/article/pii/S0148296324004491
dc.relation.urihttps://www.sciencedirect.com/science/article/pii/S0148296324004491
dc.rightsCopyright © 2024 Elsevier. All rights reserved.
dc.rights.accessrightsinfo:eu-repo/semantics/openAccesseng
dc.rights.localAcceso abiertospa
dc.subject.keywordCorporate social innovationeng
dc.subject.keywordHybrid organizationseng
dc.subject.keywordB Corpseng
dc.subject.keywordSustainability transitionseng
dc.subject.keywordStrategic orientation for CSIeng
dc.subject.keywordTransformative changeeng
dc.titleLeveraging corporate social innovation by hybrid organizations: A strategic perspective from B Corps in Latin Americaeng
dc.typeinfo:eu-repo/semantics/articleeng
dc.typearticleeng
dc.type.hasVersionpublishedVersioneng
dc.type.localArtículospa

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