Mission alignment in the hybrid organization: the role of indirect support activities and an activity ecosystem

Abstract

Purpose The purpose of this paper is to highlight the role a full range of activities can play to combat mission drift in a social enterprise. In doing so, it expands understanding of integrated activities to recognize the role of indirect support activities and an activity ecosystem to sustain mission. This paper also provides practical implications about the process for creating such an ecosystem. Design/methodology/approach This paper relies on an in-depth qualitative study of a for-profit company that later in life became an employee-owned benefit corporation. Data include interviews, informal and formal company documents and a site visit. Findings This paper expands the definition of activity integration to recognize indirect mission support, highlights the role an activity ecosystem plays to ensure the viability of these activities, and identifies a set of rules and a three-step process to create the reinforcing ecosystem. Originality/value Commonly, activities are integrated if the company earns revenues through pursuit of its social mission and differentiated if the company earns revenues not related to its social mission. By comparison, this paper argues for a more nuanced definition of activities to recognize indirect mission support and its role in reinforcing a dual mission.