Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect

Iain Davies, Bob Doherty

Research output: Contribution to journalArticle

4 Citations (Scopus)

Abstract

This paper investigates the difficulties of creating economic, social and environmental value when operating as a hybrid venture. Drawing on hybrid organizing and sustainable business model research, it explores the implications of alternative forms of business model experimented with by farmer owned, fairtrade social enterprise Cafédirect. Responding to changes and challenges in the market and societal environment, Cafédirect has tried multiple business model innovations to deliver on all three forms of value capture, with differing levels of success. This longitudinal case-study therefore provides a contribution to our understanding of how business models enact hybrid mission, providing a platform for triple bottom-line value capture. In so doing we are able to expand on the normative understandings of integrating hybrid objectives, and the complications of multiple types of value capture.
Original languageEnglish
Pages (from-to)1043-1066
Number of pages24
JournalJournal of Business Ethics
Volume157
Issue number4
Early online date30 Jun 2018
DOIs
Publication statusPublished - 30 Jul 2019

Fingerprint

Values
farmer
innovation
Business model
market
economics
Value capture
Business model innovation
Farmers
Environmental values
Triple bottom line
Organizing
Sustainable business
Venture
Fair trade
Economic value
Social enterprise
Social values
Longitudinal case study
Economics

Keywords

  • Fair trade
  • Governance
  • Hybrid organizing
  • Hybridity
  • Social enterprise
  • Sustainability
  • Sustainable business models

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

Cite this

Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect. / Davies, Iain; Doherty, Bob.

In: Journal of Business Ethics, Vol. 157, No. 4, 30.07.2019, p. 1043-1066.

Research output: Contribution to journalArticle

@article{46a9c4f66eef4e029c6ae70ba6724efa,
title = "Balancing a Hybrid Business Model: The Search for Equilibrium at Caf{\'e}direct",
abstract = "This paper investigates the difficulties of creating economic, social and environmental value when operating as a hybrid venture. Drawing on hybrid organizing and sustainable business model research, it explores the implications of alternative forms of business model experimented with by farmer owned, fairtrade social enterprise Caf{\'e}direct. Responding to changes and challenges in the market and societal environment, Caf{\'e}direct has tried multiple business model innovations to deliver on all three forms of value capture, with differing levels of success. This longitudinal case-study therefore provides a contribution to our understanding of how business models enact hybrid mission, providing a platform for triple bottom-line value capture. In so doing we are able to expand on the normative understandings of integrating hybrid objectives, and the complications of multiple types of value capture.",
keywords = "Fair trade, Governance, Hybrid organizing, Hybridity, Social enterprise, Sustainability, Sustainable business models",
author = "Iain Davies and Bob Doherty",
year = "2019",
month = "7",
day = "30",
doi = "10.1007/s10551-018-3960-9",
language = "English",
volume = "157",
pages = "1043--1066",
journal = "Journal of Business Ethics",
issn = "0167-4544",
publisher = "Springer Netherlands",
number = "4",

}

TY - JOUR

T1 - Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect

AU - Davies, Iain

AU - Doherty, Bob

PY - 2019/7/30

Y1 - 2019/7/30

N2 - This paper investigates the difficulties of creating economic, social and environmental value when operating as a hybrid venture. Drawing on hybrid organizing and sustainable business model research, it explores the implications of alternative forms of business model experimented with by farmer owned, fairtrade social enterprise Cafédirect. Responding to changes and challenges in the market and societal environment, Cafédirect has tried multiple business model innovations to deliver on all three forms of value capture, with differing levels of success. This longitudinal case-study therefore provides a contribution to our understanding of how business models enact hybrid mission, providing a platform for triple bottom-line value capture. In so doing we are able to expand on the normative understandings of integrating hybrid objectives, and the complications of multiple types of value capture.

AB - This paper investigates the difficulties of creating economic, social and environmental value when operating as a hybrid venture. Drawing on hybrid organizing and sustainable business model research, it explores the implications of alternative forms of business model experimented with by farmer owned, fairtrade social enterprise Cafédirect. Responding to changes and challenges in the market and societal environment, Cafédirect has tried multiple business model innovations to deliver on all three forms of value capture, with differing levels of success. This longitudinal case-study therefore provides a contribution to our understanding of how business models enact hybrid mission, providing a platform for triple bottom-line value capture. In so doing we are able to expand on the normative understandings of integrating hybrid objectives, and the complications of multiple types of value capture.

KW - Fair trade

KW - Governance

KW - Hybrid organizing

KW - Hybridity

KW - Social enterprise

KW - Sustainability

KW - Sustainable business models

UR - http://www.scopus.com/inward/record.url?scp=85049181817&partnerID=8YFLogxK

U2 - 10.1007/s10551-018-3960-9

DO - 10.1007/s10551-018-3960-9

M3 - Article

VL - 157

SP - 1043

EP - 1066

JO - Journal of Business Ethics

JF - Journal of Business Ethics

SN - 0167-4544

IS - 4

ER -