Strategic Responses to Hybrid Social Ventures
Name
Lee-2015-Strategic responses.pdf
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158.77 KB
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Adobe PDF
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Author(s)
Lee, Matthew
Jay, Jason Jesurum
Date Issued
May 2015
Journal
California Management Review
Publisher
University of California Press
Citation
Lee, Matthew, and Jason Jay. “Strategic Responses to Hybrid Social Ventures.” California Management Review 57, no. 3 (May 2015): 126–148. © 2015 The Regents of the University of California
Version
Final published version
Abstract
How do established companies respond to the entry of hybrid social ventures in their industries? Hybrid social ventures—new companies that combine business and social missions—use sustainability-oriented strategies to compete with established companies for some of their most desirable customers and employees. Yet hybrid social ventures also benefit when established companies advance their own sustainability strategies. This unusual competitive dynamic creates opportunities for collaboration. This article presents a framework for established companies responding to hybrid social ventures based on analysis of eight established consumer-facing companies. Our findings suggest that the responses of established companies differ based on opportunities they perceive for sustainability-oriented value creation with their own customers and employees.
MIT Department
Sloan School of Management
Terms of Use
Article is made available in accordance with the publisher's policy and may be subject to US copyright law. Please refer to the publisher's site for terms of use.
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DOI of Published Version
https://doi.org/10.1525/cmr.2015.57.3.126
