A hybrid revolution enabling a sustainable response to social problems through multiple entities : a case study on Shonaquip

[摘要] ENGLISH ABSTRACT: There is an idea that values are divided between the financial and the societal, but this is a fundamentally wrong way to view how we create value. Value is whole. The world is not divided into corporate bad guys and social heroes. -Jed Emerson.While the definition of social enterprises remains elusive, they are generally understood to be organisations that have a social impact focus while generating income through trade in goods or services. Hybrid social enterprises are a relatively new organisational structure utilising a combination of both non-profit values and business principles, often combining a range of income streams and occasionally using more than one legal entity.This thesis proposes that social enterprises, and particularly hybrid social enterprises, build on the long history of civil society organisations as they evolve new ways of delivering social change. It is this history that should guide social entrepreneurs as they choose organisational and business models to deliver social impact. Recognising the lessons of traditional vehicles of social change will allow social entrepreneurs the opportunities to both leverage the benefits provided by different organisational forms and overcome their limitations. This is particularly important as organisations strive to create sustainable social change.Hybrid social enterprises are an extraordinary opportunity to decouple social change entities from dependency on funding. By combining the strengths and resources available to both non-profit and corporate systems, hybrid social enterprises have the potential to exploit the differences and benefits of both structures to make a long term, financially viable, impact.A 'hybrid ideal is an organisation where every element of the organisation, both commercial and non-profit, delivers on the intended social impact. This is not always possible and maintaining this vision across organisations can be a challenge. One of the risks associated with social enterprises is 'mission drift where one income stream may shift the organisation's focus away from the original vision. This challenge is exacerbated when the hybrid consists of more than one legal entity.The 25 year history of Shonaquip, one of South Africa's oldest and most successful hybrid social enterprises, has significant lessons for academics and practitioners as they actively wrestle to create models to sustainably scale a hybrid social enterprise while maintaining the core vision and purpose. Shonaquip's position as a successful hybrid ideal in a low resourced country is particularly important as dependency on international grant funding wanes in light of global economic challenges.Through the case study, this thesis frames hybrid social enterprise within a civil society context and provides practitioners with lessons learnt on a journey to balance sustainability and impact. Finally the thesis hopes to present practitioners and researchers with a unique model of a hybrid ideal consisting of multiple entities designed to deliver on a component of a holistic approach. Each different legal entity is able to leverage unique benefits integral to its foundation be it as an NPO, limited company or trust, while still committed to an integrated holistic vision.

[发布机构] Stellenbosch University