The rapidly growing research on hybrid organizations in recent years suggests that these organizations may have particular abilities to facilitate institutional change. This article contributes to our understanding of change and, in particular, sustainable transformation in society by highlighting the importance of organizational forms. Looking more closely at the role of hybrid organizations in processes of path generation, we analyze the conditions under which hybrid organizations may enable path generation. A retrospective (1988–2017) exploratory case study of the Swedish hybrid organization The Natural Step confirms how hybrids can take part in- and may facilitate the early phases of path generation: assimilation and coalescence. The conclusion drawn is that hybrids have multivocal abilities that enable them to earn trust and authority to open up “neutral” spaces for orientation and connection between actors in separated sub-paths, and that this in turn may ease tensions and trigger dialogue and exchange, also between former opponents. Yet, as also seen in the case, this enabling position of the hybrid may be both fragile and temporary.

The rise and development of markets under neoliberal consumerism represents a topical theme in marketing theory and is at the heart of emergent discussions on market system dynamics. While the nonprofit market sector represents a major part of the economy and is an important locus for alternative market discourses, prior studies tend to focus on well-represented groups of actors, such as corporations or consumers. Moving beyond the dyad of producers and consumers, the present study contributes to recent discussions on institutional work by examining and problematizing the role of nonprofit organizations (NPOs) as agents of market system dynamics. A qualitative discourse analysis of nonprofit marketing, conducted at one of Sweden’s largest NPOs, reveals the institutional work aimed at modifying the market for health and fitness according to alternative cultural values of, for instance, inclusiveness, democracy, and collectiveness. In particular, the article draws attention to ethical institutional work in markets, which enables organizations to strategically switch managerial focus between disparate institutional demands for purposes of creating and maintaining hybrid forms of legitimacy. However, ethical work also problematically entwines nonprofit with commercial values of profit maximization. The study contends that nonprofit consumerism thus works as a double-edged sword and may spur commercialization and market diffusion in society at large.

In this chapter, we explore genre-blurring writing, where fiction meets theory, following the argument that texts in management and organisation studies suffer from the ‘textbook syndrome’. The stories that we tell through textbooks not only influence, but also set boundaries for, the way understandings are developed through the eyes of the reader. Often textbooks are written in a way that lead the reader into an idealised linear understanding of an organisation – far from the problems, dilemmas and messy everyday life that managers experience. Our discussion builds on previous literature on writing differently and our own experiences of writing a textbook by involving a professional novelist. Engaging in genre-blurring writing opens up how we think not only about writing, fiction and facts but also in our role as scientists. By situating ourselves, as researchers, at the intersection of fiction and the scientific work, not only new ways of writing, but also of thinking emerge. We discuss three aspects through which fiction challenge and develop our writing and thinking, namely to write with voice, resonance and an open end. Through genre-blurring writing, we create opportunities both to learn and to engage students in learning.

This chapter identifies and analyses elites in a social domain where formal positions of power are few and far between – using the fine arts as an example – by combining Weberian closure theory with Pierre Bourdieu’s concept of ‘fields’. Based on a database of more than 14,000 artists, active during the period of 1945–2008, an elite group of 627 is identified. When their social origins are analysed, a first main result of the inquiry is that this aesthetic elite is strikingly similar to other elites who are defined through formal positions of power: the elite are disproportionally drawn from the upper tiers of society. A second main result is that the recruitment to leading – informal – positions in the Swedish field of art displays a process of social closure. Over time, the elite are increasingly populated by individuals with origins in the ‘intellectual’ or ‘cultural’ fractions of the middle and upper classes.

The article examines Janos Kornai's influential argument that soft budget constraints impede innovation, and finds that under certain conditions, they may promote it instead. Kornai's concept is derived from his analysis of socialism. In capitalism, soft budget constraints can promote innovation if competition is enforced and finance is well regulated. This argument is developed using the same Schumpeterian foundation as Kornai, illustrated empirically with the case of innovation in post-war Japan. Implications are relevant for innovation and industrial policy in general.

In the Multiple Streams Framework (MSF), policy entrepreneurs are primarily defined by their ability to promote and seek support for policy solutions. Recent research, however, points to the importance of policy entrepreneurs as “arena shapers” who attempt to create favorable conditions for their solutions in conflictual policy settings. In this paper, we seek to incorporate such strategies into the MSF by drawing on the organizational foundations of the original garbage can model. The main question is what role do policy entrepreneurs play in “organizing out” opposition from pre-decision processes, as a way of advancing contested policy solutions. We answer this question in a case study of a controversial hospital “mega-project” in Stockholm healthcare that shows how a small but influential team of entrepreneurs used the project as an opportunity for policy change. The study helps to identify three different organizational strategies: 1) regulating participation in order to neutralize opponents: 2) specializing attention to limit the “searchlight” and 3) sequential attention in order to reduce complexity and build commitment. While effective for advancing solutions in the face of conflict and entrenched positions, organizational strategies also have important democratic implications for the legitimacy of pre-decision processes and the prospects for broad deliberation.