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This study examines how board diversity and characteristics of directors affect the financial and non-financial performance of Swedish state-owned enterprises (SOEs). SOEs are characterized by state ownership, goal complexity, governmental funding and control and are therefore typical examples of hybrid organizations that purse both commercial and political logics. The board of directors (BODs) of SOEs as representatives of the shareholder serve as corporate governance mechanism to control and monitor the organization to achieve financial and non-financial targets. Further, the boards should compose of directors with the appropriate competence and experience as well as integrity and ethical values to govern the challenges for hybrid organizations.Therefore, information of the BODs on Swedish SOEs are conducted regarding their educational background, professional experience, multiple appointments, tenure, gender diversity and age diversity, as well as the amount of state representatives. Financial performance was measured by using Return on Assets and Return on Equity, while non-financial performance was measured as the fulfillment of non-financial goals and the amount of reported and disclosed GRI standards. Our eight research hypothesizes are all based on prior research on corporate governance concerning board diversity and firm performance in both private as well as public organizations. Moreover, institutional logics and upper echelons theory are used to explain the effects of the diversity characteristics on corporate performance. All hypothesizes were rejected due to insignificant relationship. Even though a significant relationship was indicated between professional experience of the directors and financial performance, the hypothesis was rejected, since the relationship was the opposite of the expected.One of the reasons for these results can be that institutional logics and competing goals prevent the BODs from focus too strong on either financial or non-financial targets.

Prestationsmätning utgör en betydande del när organisationer ska översätta sin strategi till praktiken. Tidigare forskning har identifierat svårigheter med utformning och uppföljning avprestationsmått vilka kan medföra bristfällig förankring mellan organisationens strategi och detsom mäts. Denna studie behandlar prestationsmätning i hybridorganisationer där existerandeforskning belyser att utmaningen med prestationsmätning i en sådan organisation är attbalansera de två logikerna, affärsmässighet och samhällsnytta. Studien syftar till att undersökavilka svårigheter som kan uppstå med prestationsmätning i en hybridorganisation och ämnartill att skapa en större förståelse för hur användningen av prestationsmätning går till och upplevsi en sådan organisation. Studien präglas av en deduktiv ansats och är av kvalitativ metod.Empirisk data har insamlats genom intervjuer med respondenter vilka är verksamma i ettkommunalägt företag. Studiens resultat tyder på att balansgången av de två logikerna inte ärkännbar i arbetet med prestationsmätning. Vidare indikerar resultatet att utformningen avprestationsmått upplevs svårare i jämförelse med uppföljningen av prestationsmått. Författarnaföreslår framtida forskning som behandlar prestationsmätning i en annan typ avhybridorganisation. Detta för att undersöka huruvida resultatet går i linje med denna studiensutfall. / Performance measurement is a significant part when organizations are translating their strategyinto practice. Previous research has identified difficulties with the design and monitoringprocess of performance measurements, which can lead to inadequate anchoring between theorganization's strategy and what is being measured. The study presented in this report focus onperformance measurement in hybrid organizations where existing research has presented thatthe challenge of performance measurement in hybrid organizations is to balance the two logics,financial profit and social benefits. The study aims to investigate the difficulties that may arisewith performance measurement in a hybrid organization and intends to create a greaterunderstanding of how performance measurement is utilized and how it is perceived in a hybridorganization. The study is characterized by a deductive approach and a qualitativemethodology. The empirical data has been collected through interviews with respondents whoare operating in a municipal-owned company. The results indicate that the balancing of the twologic is not noticeable in the work with performance measurement. Furthermore, the resultsindicate that the design is perceived to be more difficult in comparison with the monitoringprocess of performance measures. The authors suggest future research that investigateperformance measurement in another types of hybrid organizations, to determine whether theresult is in line with the outcome of this study.

As empresas, centrais no modelo de desenvolvimento capitalista, estão sendo questionadas sobre suas ações na resolução de problemas da sociedade e sobre a tradicional orientação ao desempenho financeiro. Como resposta, novos modelos organizacionais buscam articulações capazes de criar um elo entre o lucro e o interesse socioambiental. Citado como exemplo do conceito de organizações híbridas, o Movimento B Corp torna-se um rico objeto de estudo para a compreensão das alternativas de revisão da atuação das organizações. Com o mote principal de \"redefinir o conceito de sucesso nos negócios\", envolve as frentes de certificação, legislação e investimento de impacto. O presente estudo descritivo-exploratório, de caráter qualitativo e base interpretativa-construtivista, buscou compreender melhor a identidade deste movimento à luz do conceito emergente de organizações híbridas, na esteira de tendências e conceitos que visam tratar o papel socioambiental das organizações. Para responder a pergunta de pesquisa se e como as Empresas B (B Corp) constituem um modelo de hibridismo organizacional, esta pesquisa envolveu uma abordagem multimétodos de coleta, codificação e análise dos dados na combinação de duas etapas de investigação. A primeira etapa - Retrato do Movimento B Corp - buscou entender seus significados a partir da percepção dos atores envolvidos, no Brasil e Estados Unidos, incluindo um conjunto de 12 entrevistas com representantes do movimento, líderes de empresas B certificadas ou com potencial de certificação e acadêmico. A segunda etapa - Retrato das Empresas B no Brasil - possibilitou traçar o perfil das empresas certificadas no País por meio da análise de dados secundários das comunicações institucionais nos seus websites próprios e do movimento. Por meio dos resultados obtidos nesta pesquisa, percebe-se que a certificação pode ser considerada uma evolução dos mecanismos de prestação de contas ao incluir as etapas de comprovação das informações, auditoria, compromisso legal e identificação pelo selo concedido. A inclusão de cláusulas específicas que incluem os interesses dos stakeholders nos documentos legais torna-se um dos principais diferenciais e aspecto simbólico do movimento. No entanto, não é possível afirmar que representa um novo modelo de organização ou tipo ideal de hibridismo organizacional, mas de um caminho nessa intenção. O grupo de empresas estudadas engloba uma abrangência maior de níveis de hibridismo organizacional, valorizando a forma como os negócios são conduzidos, mas não, necessariamente, sua atividade-fim e sua missão socioambiental como orientadora do modelo de negócios. A heterogeneidade de empresas certificadas é uma das principais características do movimento e, ao mesmo tempo, um dos grandes desafios para sua distinção. O posicionamento ideológico e a atração de investidores de impacto são os principais motivadores para a certificação, que é percebida como uma forma de conferir legitimidade ao diferencial socioambiental das empresas. A percepção de ser uma marca pouco conhecida e de falta de benefícios práticos figura entre as principais fragilidades compensadas pelo fato de pertencer a uma comunidade que partilha dos mesmos valores e o potencial de networking e parcerias. Ao fornecer uma visão panorâmica e analítica sobre o movimento, estaa pesquisa serve como ponto de partida para estudos futuros e para o desenvolvimento do conceito de organizações híbridas. / Businesses and enterprises as key elements in the capitalist development model are actually being questioned about their actions in the resolution of society\'s problems and regarding their traditional focus on financial performance. New organizational models seek to produce articulations capable of creating a bond between profit and socio-environmental interest. Many authors cite the B Corp Movement as one of the main examples of the concept of hybrid organizations. It then becomes a rich object of study to understand the alternatives for reviewing organizational practices. One of its main mottos is \"to redefine the success in business\". The Movement operates in three main areas: certification, law and impact investment. This descriptive-exploratory and qualitative study, based on an interpretative-constructivist paradigm, aims to better understand the identity of the B Corp Movement according to the emerging concept of hybrid organizations, following other trends and definitions that seek to treat the socioenvironmental role of business. To answer the research questions - If and how B Corps are a model of organizational hybridity -, this research involved a multi-method approach of information collection, codification and analysis in a combination of two investigation phases. The first phase - A Portrait of the B Corp Movement - looked to comprehend the meanings from their actors\' perspective. The fieldwork consisted of 12 interviews with main stakeholders in Brazil and the United States, such as the movement representatives, leaders of certified B Corps and prospect enterprises. The second phase - A Portrait of Certified Companies - enabled to profile the Brazilian certified business through secondary data analysis. The sources for the analyzed material were the websites, made available on the internet by them, and their profiles on the global and regional website of the B Corp Community. From the results of this research, the certification can be perceived as an evolution of social and environmental accountability mechanisms, by including steps of information evidences, auditing, legal commitment and seal/certification identification. The inclusion of the interests of stakeholders in legal documents is one of the key differentiators and symbolic aspect of the movement. However, it is still not possible to say that they represent a new organizational model or an ideal type of hybrid organization, but rather a path on this intention. The studied group of enterprises comprises a larger scope on organizational hybridity levels, placing more emphasis the way businesses are conducted, but not necessarily their core business, main-activities or social mission as a guide for business model. It can be noticed the heterogeneity of certified companies as one of the main characteristics of the movement and, at the same time, one of their biggest challenges to be distinguished. The ideological positioning and impact investment attraction are the main motivating factors for a company to certify. Earning the seal is perceived as a way to ensure legitimacy for a socioenvironmental differential. The low awareness of B Corp as a brand and the lack practical benefits are among the main weaknesses, compensated by being part of a shared values community and the potential for network and partnerships. By providing a panoramic and analytical overview of the movement, this study serves as a starting point for future researches related to the subject and for the development of the concept of hybrid organizations.

As empresas, centrais no modelo de desenvolvimento capitalista, estão sendo questionadas sobre suas ações na resolução de problemas da sociedade e sobre a tradicional orientação ao desempenho financeiro. Como resposta, novos modelos organizacionais buscam articulações capazes de criar um elo entre o lucro e o interesse socioambiental. Citado como exemplo do conceito de organizações híbridas, o Movimento B Corp torna-se um rico objeto de estudo para a compreensão das alternativas de revisão da atuação das organizações. Com o mote principal de \"redefinir o conceito de sucesso nos negócios\", envolve as frentes de certificação, legislação e investimento de impacto. O presente estudo descritivo-exploratório, de caráter qualitativo e base interpretativa-construtivista, buscou compreender melhor a identidade deste movimento à luz do conceito emergente de organizações híbridas, na esteira de tendências e conceitos que visam tratar o papel socioambiental das organizações. Para responder a pergunta de pesquisa se e como as Empresas B (B Corp) constituem um modelo de hibridismo organizacional, esta pesquisa envolveu uma abordagem multimétodos de coleta, codificação e análise dos dados na combinação de duas etapas de investigação. A primeira etapa - Retrato do Movimento B Corp - buscou entender seus significados a partir da percepção dos atores envolvidos, no Brasil e Estados Unidos, incluindo um conjunto de 12 entrevistas com representantes do movimento, líderes de empresas B certificadas ou com potencial de certificação e acadêmico. A segunda etapa - Retrato das Empresas B no Brasil - possibilitou traçar o perfil das empresas certificadas no País por meio da análise de dados secundários das comunicações institucionais nos seus websites próprios e do movimento. Por meio dos resultados obtidos nesta pesquisa, percebe-se que a certificação pode ser considerada uma evolução dos mecanismos de prestação de contas ao incluir as etapas de comprovação das informações, auditoria, compromisso legal e identificação pelo selo concedido. A inclusão de cláusulas específicas que incluem os interesses dos stakeholders nos documentos legais torna-se um dos principais diferenciais e aspecto simbólico do movimento. No entanto, não é possível afirmar que representa um novo modelo de organização ou tipo ideal de hibridismo organizacional, mas de um caminho nessa intenção. O grupo de empresas estudadas engloba uma abrangência maior de níveis de hibridismo organizacional, valorizando a forma como os negócios são conduzidos, mas não, necessariamente, sua atividade-fim e sua missão socioambiental como orientadora do modelo de negócios. A heterogeneidade de empresas certificadas é uma das principais características do movimento e, ao mesmo tempo, um dos grandes desafios para sua distinção. O posicionamento ideológico e a atração de investidores de impacto são os principais motivadores para a certificação, que é percebida como uma forma de conferir legitimidade ao diferencial socioambiental das empresas. A percepção de ser uma marca pouco conhecida e de falta de benefícios práticos figura entre as principais fragilidades compensadas pelo fato de pertencer a uma comunidade que partilha dos mesmos valores e o potencial de networking e parcerias. Ao fornecer uma visão panorâmica e analítica sobre o movimento, estaa pesquisa serve como ponto de partida para estudos futuros e para o desenvolvimento do conceito de organizações híbridas. / Businesses and enterprises as key elements in the capitalist development model are actually being questioned about their actions in the resolution of society\'s problems and regarding their traditional focus on financial performance. New organizational models seek to produce articulations capable of creating a bond between profit and socio-environmental interest. Many authors cite the B Corp Movement as one of the main examples of the concept of hybrid organizations. It then becomes a rich object of study to understand the alternatives for reviewing organizational practices. One of its main mottos is \"to redefine the success in business\". The Movement operates in three main areas: certification, law and impact investment. This descriptive-exploratory and qualitative study, based on an interpretative-constructivist paradigm, aims to better understand the identity of the B Corp Movement according to the emerging concept of hybrid organizations, following other trends and definitions that seek to treat the socioenvironmental role of business. To answer the research questions - If and how B Corps are a model of organizational hybridity -, this research involved a multi-method approach of information collection, codification and analysis in a combination of two investigation phases. The first phase - A Portrait of the B Corp Movement - looked to comprehend the meanings from their actors\' perspective. The fieldwork consisted of 12 interviews with main stakeholders in Brazil and the United States, such as the movement representatives, leaders of certified B Corps and prospect enterprises. The second phase - A Portrait of Certified Companies - enabled to profile the Brazilian certified business through secondary data analysis. The sources for the analyzed material were the websites, made available on the internet by them, and their profiles on the global and regional website of the B Corp Community. From the results of this research, the certification can be perceived as an evolution of social and environmental accountability mechanisms, by including steps of information evidences, auditing, legal commitment and seal/certification identification. The inclusion of the interests of stakeholders in legal documents is one of the key differentiators and symbolic aspect of the movement. However, it is still not possible to say that they represent a new organizational model or an ideal type of hybrid organization, but rather a path on this intention. The studied group of enterprises comprises a larger scope on organizational hybridity levels, placing more emphasis the way businesses are conducted, but not necessarily their core business, main-activities or social mission as a guide for business model. It can be noticed the heterogeneity of certified companies as one of the main characteristics of the movement and, at the same time, one of their biggest challenges to be distinguished. The ideological positioning and impact investment attraction are the main motivating factors for a company to certify. Earning the seal is perceived as a way to ensure legitimacy for a socioenvironmental differential. The low awareness of B Corp as a brand and the lack practical benefits are among the main weaknesses, compensated by being part of a shared values community and the potential for network and partnerships. By providing a panoramic and analytical overview of the movement, this study serves as a starting point for future researches related to the subject and for the development of the concept of hybrid organizations.

The point of this essay is to study a municipal owned company with the use of a case study on Höganäs Omsorg AB. Two theories has primarily been used which is New Public Management, which favors economic value, and Public Value Management, which favors social values. The two different theories have been applied on the municipal owned company to see how social and economic values are balanced in its governance. Höganäs Omsorg AB is a young municipal owned company where many parts of its organizational structure is still in development. The parts of the municipal owned company that still are in development are primarily within the economically favored theory New Public Management. In these early stages of the enterprise the social values have taken a greater place of the two values. It shows from how social aspects are present in every move the enterprise makes as economic values will have to take a slight step back occasionally to give space. One of the main reasons behind that social values has been favored within the enterprise is most likely thanks to that leadership positions in the municipal owned company and the municipality is held by the same individuals.

The aging of our society is well known, with policy makers and analysts forecasting enormous increases in people living with chronic illness and disabilities (AoA, 2009). Less well known is that services for older adults and younger people with disabilities - historically separated by different funding streams, service systems, and workforces - have increasingly merged (Putnam, 2007). The movement to combine services for older adults and younger persons with disabilities is reflected in the creation of a hybrid organization - Aging and Disability Resource Centers (ADRCs) - designed to combine services for both populations (O'Shaughnessy, 2011; Putnam, 2011). Using ADRCs as the principal organizational strategy to combine aging and disability services has been challenging, primarily because these organizations have different histories and service philosophies (Kane, 2007; Putnam & Stoever, 2007; DeJong, 1979). Independent living centers, who serve people of all ages with disabilities, have a service philosophy that emphasizes `consumer direction', characterized by consumer control, advocacy, and peer models. While the aging service delivery philosophy is based in a medical model of care where care plans are developed by medical providers and services are provided by professionals in order to protect the well-being of older adults (DeJong, 1986; Simon-Rusinowitz & Hofland, 1993). The purpose of this dissertation is to examine the experiences of ADRCs to combine aging and disability services. The study employs institutional logics theory and a mixed-methods design to assess whether a unified organizational philosophy for these services can be identified. In this dissertation, I found that there were competing logics between directors located at aging organizations when compared to directors at Independent Living Centers. These competing logics were also present among their staff in these organizations. As a mechanism to manage the co-existing logics, I found that the joint activity of collaborating in creating a training program to describe overarching service philosophies helped to unify the two organizations. Additionally, I found that the workers located at aging organizations who took the training had increases in their understanding of the professional logic of consumer control, which is dominant in the disability organizations; therefore, this training helped in managing the co-existence of logics.

Hybrid organizations, such as the Royal Dramatic Theater (Dramaten) in Sweden, face the challenge of balancing conflicting institutional logics and their prescribed goals. Dramaten, as the national stage for theater, is expected to uphold high artistic standards set by its sole owner, the Swedish state. At the same time, it has efficiency goals to meet as a joint-stock company. This study aimed to understand if the quantifiability of goals, derived from different logics, impacts the prioritization of goals within hybrid organizations. Through a qualitative case study of Dramaten, the findings suggest that the most influential actor, rather than the quantifiability of goals, determines the prioritization of goals within the organization. In other words, who is giving directions seems to influence the balancing act more than the nature of the different goals. Additionally, the study found that efforts to make all goals equally measurable may not necessarily affect the prioritization of goals but can help reduce internal confusion.