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Strategic Responses to Hybrid Social Ventures

Author(s)
Lee, Matthew; Jay, Jason Jesurum
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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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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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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.
Date issued
2015-05
URI
http://hdl.handle.net/1721.1/101023
Department
Sloan School of Management
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
ISSN
00081256
21628564

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