The overriding power of ought nots : evidence from microfinance for why some types of hybrid organizations fail to achieve comprehensive performance
Abstract/Contents
- Abstract
- Prior work suggests that when organizations are faced with multiple performance demands, performance is diminished unless it is concentrated on only one set of those demands. However, recent scholarship on "hybrid" organizations describes organizations that arrange to simultaneously fulfill multiple types of demands. Do hybrid organizations tend to achieve comprehensive performance on more than one demand at once? In this dissertation study, I use quantitative and qualitative methods to address the question of hybrid organizational performance in the context of microfinance. Microfinance is an industry where small, "micro" loans are given to borrowers in extremely low income situations, often with the intent to lift the recipient out of poverty. For qualitative study, I review secondary resources and perform numerous informal interviews with industry affiliates, complete semi-structured interviews with 38 industry affiliates, and analyze keyword frequency patterns in 1,339 organizational mission statements. For quantitative analysis, I compare the performance of non-hybrid and hybrid organizations relative to two types of demands (social and financial), by analyzing 10,069 firm years of data from 1,640 organizations in the microfinance industry over the past fifteen years. In this industry, two types of hybrid and two types of non-hybrid organizations regularly report both their social and financial performance. These industry characteristics allow for testing hypotheses related to hybrid organizational performance and for investigation of a key contingency. I develop a theoretical model which proposes that when a hybrid organization combining two logics is dominated by a logic that is negatively valenced (i.e., repulsed by) its counterpart logics, then hybrid organizational performance will tend to be diminished. When a hybrid organization is dominated by a logic that is positively valenced (i.e., attracted to) its counterpart logic, then the organization will tend to achieve more comprehensive performance. Empirical study of informal interviews, semi-structured interviews, mission statements, and annual performance data largely corroborate the theoretical model. This study's findings have implications for hybrid organizations combining multiple logics, for organizations reconciling social and financial performance, and for organizations dealing with various other combinations of multiple, concurrent demands.
Description
| Type of resource | text |
|---|---|
| Form | electronic; electronic resource; remote |
| Extent | 1 online resource. |
| Publication date | 2017 |
| Issuance | monographic |
| Language | English |
Creators/Contributors
| Associated with | Rodgers, Zachariah J |
|---|---|
| Associated with | Stanford University, Department of Management Science and Engineering. |
| Primary advisor | Barley, Stephen R |
| Primary advisor | Valentine, Melissa (Melissa A.) |
| Thesis advisor | Barley, Stephen R |
| Thesis advisor | Valentine, Melissa (Melissa A.) |
| Thesis advisor | Katila, Riitta |
| Thesis advisor | Sutton, Robert |
| Advisor | Katila, Riitta |
| Advisor | Sutton, Robert |
Subjects
| Genre | Theses |
|---|
Bibliographic information
| Statement of responsibility | Zachariah J. Rodgers. |
|---|---|
| Note | Submitted to the Department of Management Science and Engineering. |
| Thesis | Thesis (Ph.D.)--Stanford University, 2017. |
| Location | electronic resource |
Access conditions
- Copyright
- © 2017 by Zachariah John Rodgers
- License
- This work is licensed under a Creative Commons Attribution Non Commercial 3.0 Unported license (CC BY-NC).
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