Skip to main content
Log in

Hybrid Forms of Business: The Logic of Gift in the Commercial World

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Benedict XVI in Caritas in Veritate advances a positive view of businesses that are hybrids between several traditional categories. He expects that the “logic of gift” that animates civil society infuses the market and the State with relations typical for it—reciprocity, gratuitousness, and solidarity. His theological rationale offers an answer to two questions that have largely remained open in the literature—why hybridization of business occurs and why it is desirable. A rational reconstruction of hybrid enterprise that goes beyond a simple taxonomy of types benefits from the Pope’s call for an intrinsic integration of institutions and processes traditionally attributed to disparate spheres. The relational model of the Trinity defines the unity in diversity that accounts for the benefits of truly hybrid businesses, and the “logic of gift” serves as the agent of integration.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3
Fig. 4

Similar content being viewed by others

Notes

  1. The principal exception to this assessment is the group of Italian economists who may be referred to as the “Civil Economy School” (Bruni 2007, 2008, 2009, 2010, 2011; Bruni and Zamagni 2007[2004], 2009). Some of them are associated with the Focolare Movement, and their ideas are reflected in Caritas in Veritate.

  2. Italics in quotes indicate italics in the original text.

  3. On economic arguments in Caritas in Veritate, see Grassl (2011a) and Grassl and Habisch (2011), and on theological arguments Grassl (2011b). The latter reasoning is not further pursued in the present paper.

  4. Reciprocity in this sense must not be mistaken for the do ut des (‘I give so that you may give’) of reciprocal exchange (see Bruni 2008, 2010).

  5. In fact, where Michael Novak ridiculed any attempt to “humanize” the corporation (Novak 1997, p. 1), Benedict XVI requests just this (CV 9, 18f., 21f., 42, 78). He views “profit as a means for achieving the goal of a more humane market and society” (CV 47) and understands his Encyclical as a contribution towards “civilizing the economy” (CV 38).

  6. Even authors sympathetic to the “logic of gift” do not always follow Benedict XVI in the full impact of his vision. This is reflected in the definition of social enterprises as “autonomous not-for-profit organizations providing goods or services that explicitly aim to benefit the community” (Becchetti and Borzaga 2010, p. 7).

  7. Characterizing Caritas in Veritate as “at best a relatively unremarkable restatement of some familiar themes from previous social encyclicals” (Woods 2009) betrays a deep misunderstanding of its theology of business.

  8. In the left panel, strategic direction Φ = (P/M), and the 45-degree line is represented by P/M = 1, where P = profit orientation and S = social mission. Strategy under hybridization may be expressed as Φhyb = (M × C × S), where M = market, C = civil society, and S = State. The condition of Caritas in Veritate is: max Φhyb = [(∂M/M)/(∂C/C) + (∂S/S)/(∂C/C)] > 1 | ∂C/C > 0, i.e. civil society must increasingly invade the market and the State.

  9. No distinction is drawn here between non-profit and not-for-profit enterprise.

  10. Mixed and complex models are here ignored. Business models of social enterprise are analyzed in Grassl (2012).

  11. In nature, cross-species hybrids such as mules are typically infertile. The biological analogy has therefore limits in the social world.

  12. In sociolinguistics, pidgin languages, as merely utilitarian contact languages involving elements from two parents, are not native languages whereas creoles (such as Jamaican Patois) are first languages for particular communities. Only creole languages are stable and true hybrids (Holm 2000).

  13. In more formal terms, the underlying business ontology is then simply a tuple < BUS [(ComponentsBus, RelationsBus), Processes], ENVBus > where ENV = business environment. ENV can, for example, be represented by relevant PESTEL (political, economic, social, technological, ecological, and legal) factors.

  14. According to the rule “structure follows strategy”, a feedback of chosen strategy on the nature and relations of components may be assumed but is not of importance in the present context.

  15. A multi-dimensional scale for measuring hybridity of organizations (based on ten metrics) between the private and public spheres has been proposed (Karré 2011) and may be generalized for cases of multi-domain hybridity.

References

  • Agarwal, R., Grassl, W., & Pahl, J. (2012). Beyond SWOT: Introducing a new strategic planning tool (forthcoming).

  • Alter, S. K. (2006). Social enterprise models and their mission and money relationships. In A. Nicholls (Ed.), Social entrepreneurship: New models of sustainable social change (pp. 205–232). Oxford: Oxford University Press.

    Google Scholar 

  • Andrei, P., Balluchi, F., & Furlotti, K. (2010) Collaboration between for-profit and nonprofit organizations: Some insights into the encyclical Caritas in Veritate. In 16th international symposium on ethics, business and society, IESE Business School, Barcelona, May 13–15, 2010.

  • Aoki, M. (2001). Comparative institutional analysis. Cambridge, MA: MIT Press.

    Google Scholar 

  • Aquinas, T. (1920–1942). Summa Theologica (Sec. and rev. ed.). Translated by Fathers of the English Dominican Province. London: Burns, Oates & Washburne.

  • Arato, A., & Cohen, J. L. (1988). Civil society and social theory. Thesis Eleven, 21, 40–64.

    Article  Google Scholar 

  • Aspen Institute. (2005). Enterprising organizations: New asset-based and other innovative approaches to solving social and economic problems. Aspen, CO: Aspen Institute.

    Google Scholar 

  • Austin, J. E. (2000). Strategic collaboration between nonprofits and business. Nonprofit and Voluntary Sector Quarterly, 29, 69–97.

    Article  Google Scholar 

  • Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53(6), 1419–1440.

    Article  Google Scholar 

  • Bauwens, M. (2008). Par Cum Pari. Notes on the horizontality of peer to peer relationships in the context of the verticality of a hierarchy of values. In M. S. Archer & P. Donati (Eds.), Pursuing the common good: How solidarity and subsidiarity can work together (pp. 247–263). Vatican City: Pontifical Academy of Social Sciences.

    Google Scholar 

  • Becchetti, L. (2009). Oltre l’homo oeconomicus. In Felicità, responsabilità, economia delle relazioni. Rome: Città Nuova.

  • Becchetti, L., & Borzaga, C. (Eds.). (2010). The economics of social responsibility. The world of social enterprises. Abingdon: Routledge.

    Google Scholar 

  • Becchetti, L., Bruni, L., & Zamagni, S. (2011). Microeconomia: Scelte, relazioni, economia civile. Bologna: Il Mulino.

    Google Scholar 

  • Becchetti, L., Pelloni, A., & Rossetti, F. (2008). Relational goods, sociability, and happiness. Kyklos, 61, 343–363.

    Article  Google Scholar 

  • Ben-Ner, A. (2002). The shifting boundaries of the mixed economy and the future of the nonprofit sector. Annals of Public and Cooperative Economics, 73, 5–40.

    Article  Google Scholar 

  • Billis, D. (Ed.). (2010). Hybrid organizations and the third sector. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Bollecker, G., & Nobre, T. (2010). L’évolution des paradoxes organisationnels: le cas d’une organisation de service public évoluant vers le modèle marchand. In 19th conférence AIMS, Luxembourg.

  • Bonaccorsi, A., Giannangeli, S., & Rossi, C. (2006). Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52(7), 1085–1098.

    Article  Google Scholar 

  • Botsman, R., & Rogers, R. (2010). What’s mine is yours: The rise of collaborative consumption. San Francisco: Harper Business.

    Google Scholar 

  • Boulding, K. E. (1973). Challenge to leadership: Managing in a changing world. New York: Free Press.

    Google Scholar 

  • Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. (2009). Hybrid organizations: New business models for environmental leadership. Sheffield: Greenleaf.

    Google Scholar 

  • Bozeman, B. (1987). All organizations are public: Bridging public and private organizational theories. San Francisco: Jossey-Bass.

    Google Scholar 

  • Brandsen, T., & Karré, P. M. (2010). Hybride organisaties: een overzicht van het onderzoek in de Nederlandse Bestuurskunde. Bestuurswetenschappen, 64(2), 71–85.

    Google Scholar 

  • Brandsen, T., van de Donk, W., & Putters, K. (2005). Griffins or Chameleons? Hybridity as a permanent and inevitable characteristic of the third sector. International Journal of Public Administration, 28(9–10), 749–765.

    Article  Google Scholar 

  • Britt, F. F. (2002). Multiplying business value: The fusion of business and technology. Somer, NY: IBM Institute for Business Value.

    Google Scholar 

  • Brody, E. (2003). Are nonprofit organizations different? In H. K. Anheier & A. Ben-Ner (Eds.), The study of the nonprofit enterprise: Theories and approaches (pp. 239–244). New York: Kluwer/Plenum.

    Google Scholar 

  • Brown, M. T. (2010). Civilizing the economy: A new economics of provision. Cambridge: Cambridge University Press.

    Google Scholar 

  • Brozek, K. O. (2009). Exploring the continuum of social and financial returns: When does a nonprofit become a social enterprise? Community Development Investment Review, 5(2), 7–17.

    Google Scholar 

  • Bruni, L. (2007a). La ferita dell’altro. Economia e relazioni umane. Trento: Il Margine.

    Google Scholar 

  • Bruni, L. (2008). Reciprocity, altruism and the civil society. In praise of heterogeneity. Routledge: Abingdon. [original: Reciprocità. Dinamiche di cooperazione economia e società civile. Milan: Mondadori, 2006].

  • Bruni, L. (2009). L’impresa civile. Una via italiana all’economia di mercato. Milan: EGEA.

    Google Scholar 

  • Bruni, L. (2010). Reciprocità e gratuità dentro il mercato. La proposta della Caritas in veritate. Aggiornamenti sociali, 61(1), 38–44.

    Google Scholar 

  • Bruni, L. (2011). La leggerezza del ferro. Un’introduzione alla teoria economica delle Organizzazioni a Movente Ideale. Milan: Vita e Pensiero.

    Google Scholar 

  • Bruni, L., & Smerilli, A. (2009). The value of vocation. The crucial role of intrinsically motivated people in values-based organizations. Review of Social Economy, 67(3), 271–288.

    Article  Google Scholar 

  • Bruni, L., & Uelmen, A. J. (2006). Religious values and corporate decision making: The economy of communion project. Fordham Journal of Corporate and Financial Law, 11, 645–680.

    Google Scholar 

  • Bruni, L., & Zamagni, S. (2007 [2004]). Civil economy. Efficiency, equity, public happiness. Berne: Peter Lang.

  • Bruni, L., & Zamagni, S. (Eds.). (2009). Dizionario di Economia Civile. Rome: Città Nuova.

    Google Scholar 

  • Bunduchi, R., Smart, A. U., Williams, R., & Graham, I. (2008). Homogeneity and heterogeneity in IT private standard settings—the institutional account. Technology Analysis and Strategic Management, 20, 389–407.

    Article  Google Scholar 

  • Callon, M., & Çalışkan, K. (2009). Economization. Part 1: Shifting attention from the economy towards processes of economization. Economy and Society, 38, 369–398.

    Article  Google Scholar 

  • Cambón, E. (1999). Trinità modello sociale. Rome: Città Nuova.

    Google Scholar 

  • Cambón, E. (2010). Comunione trinitaria e sviluppo sociale. Gen’s. Rivista di vita ecclesiale, 39(1/2), 7–14.

  • Casadesus-Masanell, R., & Ricart, J. E. (2011). How to design a winning business model. Harvard Business Review, 89(1), 2–9.

    Google Scholar 

  • Clavero, B. (1991). Antidora. Antropología católica de la economía moderna. Milan: Giuffrè.

    Google Scholar 

  • Cooney, K. (2006). The institutional and technical structuring of nonprofit ventures: Case study of a U.S. hybrid organization caught between two fields. Voluntas, 17, 143–161.

    Article  Google Scholar 

  • Dahan, N. M., Doh, J. P., Oetzel, J., & Yaziji, M. (2010). Corporate-NGO collaboration: Co-creating new business models for developing markets. Long Range Planning, 43, 326–342.

    Article  Google Scholar 

  • Dees, J. G. (1998). Enterprising nonprofits. Harvard Business Review, 76(1), 54–67.

    Google Scholar 

  • Defourny, J., & Nyssens, M. (2010). Conceptions of social enterprise in Europe and the United States: Convergences and divergences. Journal of Social Entrepreneurship, 1(1), 32–53.

    Article  Google Scholar 

  • Donati, P. (2009). Dono. In L. Bruni & S. Zamagni (Eds.) (pp. 279–291).

  • Emerson, J. (2003). The blended value proposition: Integrating social and financial returns. California Management Review, 45(4), 33–52.

    Google Scholar 

  • Emmert, M., & Crow, M. M. (1987). Public-private cooperation and hybrid organizations. Journal of Management, 13(1), 55–67.

    Article  Google Scholar 

  • Evers, A., Rauch, U., & Stitz, U. (2002). Von öffentlichen Einrichtungen zu sozialen Unternehmen. Hybride Organisationsformen im Bereich sozialer Dienstleistungen. Berlin: Edition Sigma.

    Google Scholar 

  • Fottler, M. D. (1981). Is management really generic? Academy of Management Review, 6(1), 1–12.

    Google Scholar 

  • Frohlich, N., & Oppenheimer, J. (1984). Beyond economic man: Altruism, egalitarianism, and difference maximizing. Journal of Conflict Resolution, 28(1), 3–24.

    Article  Google Scholar 

  • Gansky, L. (2010). The mesh: Why the future of business is sharing. New York, NY: Portfolio.

    Google Scholar 

  • Gassler, R. S. (1986). The economics of nonprofit enterprise. Lanham, MD: University Press of America.

    Google Scholar 

  • Giesler, M. (2006). Consumer gift systems. Journal of Consumer Research, 33(2), 283–290.

    Article  Google Scholar 

  • Gold, L. (2010). New financial horizons. The emergence of an economy of communion. Hyde Park, NY: New City Press.

    Google Scholar 

  • Goldstein, J. A., Hazy, J. K., & Silberstang, J. (Eds.). (2009). Complexity science and social entrepreneurship. Litchfield Park, AZ: ISCE.

    Google Scholar 

  • Gomarasca, P. (2009). Meticciato: convivenza o confusione?. Venice: Marcianum Press.

    Google Scholar 

  • Grassl, W. (1998). Cooperative marketing: Efficiency conditions for alliances. In T. Brunton & T. Lituchy (Eds.), Canada/Caribbean business: Opportunities and challenges for management (pp. 87–101). Port-of-Spain: University of the West Indies Press.

    Google Scholar 

  • Grassl, W. (2010). Aquinas on management and its development. Journal of Management Development, 29, 706–715.

    Article  Google Scholar 

  • Grassl, W. (2011a). ‘Civil economy: The trinitarian key to papal economics.’ Panel session on ‘economic justice and the encyclical Caritas in Veritate’. In Allied Social Science Associations conference, January 8, 2011, Denver, CO.

  • Grassl, W. (2011b). Pluris Valere: Towards trinitarian rationality in social life (forthcoming).

  • Grassl, W. (2012). Business models of social enterprise: A design approach to hybridity. ACRN Journal of Social Entrepreneurship Perspectives, 1(1).

  • Grassl, W., & Habisch, A. (2011). Ethics and economics: Towards a new humanistic synthesis for business. Journal of Business Ethics, 99(1), 37–49.

    Article  Google Scholar 

  • Hemmerle, K. (1995). Leben aus der Einheit. Eine theologische Herausforderung. Freiburg: Herder.

    Google Scholar 

  • Holm, J. (2000). An introduction to Pidgins and Creoles. Cambridge: Cambridge University Press.

    Google Scholar 

  • Jacobs, J. (1992). Systems of survival: A dialogue on the moral foundations of commerce and politics. New York: Vintage Books.

    Google Scholar 

  • Karré, P. M. (2011). Heads and tails: Both sides of the coin. An analysis of hybrid organizations in the Dutch waste management sector. The Hague: Eleven International.

    Google Scholar 

  • Keidel, R. W. (1995). Seeing organizational patterns. San Francisco: Berrett-Koehler.

    Google Scholar 

  • Keidel, R. W. (2010). The geometry of strategy. New York: Routledge.

    Google Scholar 

  • Kenis, P. (2005). Hybriditeit vanuit een netwerktheoretisch perspectief. Bestuurskunde, 14(3), 27–33.

    Google Scholar 

  • Kerlin, J. A. (Ed.). (2009). Social enterprise: A global comparison. Medford, MA: Tufts University Press.

    Google Scholar 

  • Koppell, J. G. S. (2003). The politics of quasi-government: Hybrid organizations and the dynamics of bureaucratic control. Cambridge: Cambridge University Press.

    Google Scholar 

  • Landes Foster, W., Kim, P., & Christiansen, B. (2009). Ten nonprofit funding models. Stanford Social Innovation Review, Spring 2009.

  • Lessig, L. (2008). Remix: Making art and commerce thrive in the hybrid economy. New York: Penguin Press.

    Book  Google Scholar 

  • Lusch, R. F., & Vargo, S. L. (2011). Service-dominant logic: A necessary step. European Journal of Marketing, 45(7/8), 1298–1309.

    Article  Google Scholar 

  • Makadok, R., & Coff, R. (2009). Both market and hierarchy; an incentive-system theory of hybrid governance forms. Academy of Management Review, 34(2), 297–319.

    Article  Google Scholar 

  • Malki, S. (2009). Social entrepreneurship and complexity models. In J. A. Goldstein, J. K. Hazy & J. Silberstang (Eds.) (pp. 71–81).

  • Meeks, M. D. (1989). God the economist: The doctrine of god and political economy. Minneapolis: Fortress Press.

    Google Scholar 

  • Mintzberg, H. (2009). Rebuilding companies as communities. Harvard Business Review, 87(4), 1–5.

    Google Scholar 

  • Mintzberg, H., Molz, R., Raufflet, E., Sloan, P., Abdallah, C., Bercuvitz, R., et al. (2005). The invisible world of association. Leader to Leader, 36, 37–45.

    Article  Google Scholar 

  • Molteni, M. (2009). Aziende a movente ideale. In L. Bruni & S. Zamagni (Eds.) (pp. 65–75).

  • Muniesa, F., Millo, Y., & Callon, M. (2007). An introduction to market devices. Sociological Review, 55(Suppl. 2), 1–12.

    Article  Google Scholar 

  • Murphy, P. J., & Coombes, S. M. (2009). A model of social entrepreneurial discovery. Journal of Business Ethics, 87, 325–336.

    Article  Google Scholar 

  • Naughton, M. (2006). The corporation as a community of work: Understanding the firm within the catholic social tradition. Ave Maria Law Review, 4, 33–75.

    Google Scholar 

  • Nederveen Pieterse, J. (2003). Globalization and culture: Global Mélange. Lanham, MD: Rowman & Littlefield.

    Google Scholar 

  • Novak, M. (1982). The spirit of democratic capitalism. New York: Simon and Schuster.

    Google Scholar 

  • Novak, M. (1990). Toward a theology of the corporation (Rev.ed.). Washington: AEI Press.

    Google Scholar 

  • Novak, M. (1997). On corporate governance: The corporation as it ought to be. Washington: AEI Press.

    Google Scholar 

  • Nyssens, M. (Ed.). (2006). Social enterprise. At the crossroads of market, public policies, and civil society. London: Routledge.

    Google Scholar 

  • Ostrom, W. (2010). Beyond markets and states: Polycentric governance of complex economic systems. American Economic Review, 100(3), 641–672.

    Article  Google Scholar 

  • Payne, A. F., Storbacka, K., & Frow, P. (2008). Managing the co-creation of value. Journal of the Academy of Marketing Science, 36, 83–96.

    Article  Google Scholar 

  • Pestoff, V. A. (1992). Third sector and co-operative services—an alternative to privatization. Journal of Consumer Policy, 15(1), 21–45.

    Article  Google Scholar 

  • Petrini, C. (2007). Slow food nation: Why our food should be good, clean, and fair. New York, NY: Rizzoli.

    Google Scholar 

  • Petrini, C. (2010). Terra Madre: Forging a new global network of sustainable food communities. White River Junction, VT: Chelsea Green Publishing.

    Google Scholar 

  • Plé, L., Lecocq, X., & Angot, J. (2010). Customer-integrated business models: A theoretical framework. M@n@gement, 13(4), 226–265.

    Google Scholar 

  • Pontifical Council for Justice and Peace (PCJP). (2004). Compendium of the social doctrine of the church. Rome: Libreria Editrice Vaticana.

    Google Scholar 

  • Porter, M. E., & Kramer, M. R. (2001). The big idea: Creating shared value. Harvard Business Review, 89(1/2), 62–77.

    Google Scholar 

  • Préfontaine, L. (2008). Les PPP, des projets risqués? In M. Boisclair & L. Dallaire (Eds.), Les défis du partenariat dans les administrations publiques. Un regard systémique (pp. 201–218). Québec: Presses de l’Université du Québec.

    Google Scholar 

  • Raab, J., & Kenis, P. N. (2009). Heading toward a society of networks: Empirical developments and theoretical challenges. Journal of Management Inquiry, 18(3), 198–210.

    Google Scholar 

  • Rainey, H. G., & Han Chan, Y. (2007). Public and private management compared. In E. Ferlie, L. Lynn, & C. Politt (Eds.), Oxford handbook of public management (pp. 72–102). Oxford: Oxford University Press.

    Google Scholar 

  • Ramírez, R. (1999). Value co-production: Intellectual origins and implications for practice and research. Strategic Management Journal, 20, 49–65.

    Article  Google Scholar 

  • Ratzinger, J. (1986). Church and economy: Responsibility for the future of the world economy, Communio, 13(3), 199–204 (originally: ‘Marktwirtschaft und Ethik‘. In L. Roos (Ed.), Stimmen der Kirche zur Wirtschaft. 2/e (pp. 50–58). Cologne: J.P. Bachem.

  • Ridley-Duff, R. (2008). Social enterprise as a socially rational business. International Journal of Entrepreneurial Behaviour and Research, 14(5), 291–312.

    Article  Google Scholar 

  • Ridley-Duff, R., & Bull, M. (2011). Understanding social enterprise. London: Sage.

    Google Scholar 

  • Robison, L. J., & Ritchie, B. K. (2010). Relationship economics. Farnham: Gower.

    Google Scholar 

  • Salo, A., Tähtinen, J., & Ulkuniemi, P. (2009). Twists and turns of triad business relationship recovery. Industrial Marketing Management, 38(6), 618–632.

    Article  Google Scholar 

  • Santos, F. M. (2009). A positive theory of social entrepreneurship. Working Paper 2009/23/EFE/ISIC, INSEAD Business School, Fontainebleau.

  • Seelos, C., & Mair, J. (2007). Profitable business models and market creation in the context of deep poverty: A strategic view. Academy of Management Perspectives, 21, 49–63.

    Article  Google Scholar 

  • Shirky, C. (2010). Cognitive surplus: Creativity and generosity in a connected age. New York, NY: Penguin.

    Google Scholar 

  • Sirico, R. A. (2010). The entrepreneurial vocation. In W. W. Gasparski, L. V. Ryan, & S. Kwiatkowski (Eds.), Entrepreneurship: Values and responsibility (pp. 153–175). New Brunswick, NJ: Transaction.

    Google Scholar 

  • Skelcher, C. (2005). Public–private partnerships and hybridity. In L. Lynn, C. Politt, & E. Ferlie (Eds.), Oxford handbook of public management (pp. 347–370). Oxford: Oxford University Press.

    Google Scholar 

  • Teehanke, B. L. (2008). Humanistic entrepreneurship: An approach to virtue-based enterprise. Asia-Pacific Social Science Review, 8(1), 89–110.

    Article  Google Scholar 

  • Tekula, R. (2010). Social enterprise: Innovation or mission distraction? New York: Helene and Grant Wilson Cen-ter for Social Entrepreneurship, Pace University.

    Google Scholar 

  • Testart, A. (2007). Critique du don: Études sur la circulation non marchande. Paris: Syllepse.

    Google Scholar 

  • Uelmen, A. J. (2004). Toward a trinitarian theory of products liability. Journal of Catholic Social Thought, 1, 603–645.

    Google Scholar 

  • Weigel, G. (2009). Caritas in Veritate in gold and red. National Review, July 7, 2009.

  • Westall, A. (2009). Business or third sector? What are the dimensions and implications of researching and conceptualising the overlap between business and third sector? Working Paper 26, Third Sector Research Centre, Economic and Social Research Council.

  • Wicks, R. (2009). A model of dynamic balance among the three spheres of society—markets, gov-ernments, and communities—applied to understanding the relative importance of social capital and social goods. International Journal of Social Economics, 36, 365–535.

    Article  Google Scholar 

  • Woods, T. E. Jr. (2009). Truth & charity. Taki’s Magazine, August 7, 2009, available at: http://www.takimag.com/site/article/truth_charity. Accessed September 15, 2011.

  • Yao, S. G. (2003). Taxonomizing hybridity. Textual Practice, 17(2), 357–378.

    Article  Google Scholar 

  • Young, D. R. (2007). The market transformation of nonprofits and philanthropy. Atlanta, GA: Georgia State University, Andrew Young School of Policy Studies, Working Paper 07-03.

Download references

Acknowledgments

Previous versions of this paper were presented at the conferences “The Logic of Gift and the Meaning of Business”, 24–26 February 2011, Pontifical Council for Justice and Peace, Vatican City, and “The Whole Breadth of Reason: Rethinking Economics and Politics”, 14–17 September 2011, Alta Scuola Società Economia Teologia, Fondazione Studium Marcianum, Venice. The author thanks for the responses received at both occasions. Particular recognition is due to Professor Domènec Melé for his helpful commentaries.

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Wolfgang Grassl.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Grassl, W. Hybrid Forms of Business: The Logic of Gift in the Commercial World. J Bus Ethics 100 (Suppl 1), 109–123 (2011). https://doi.org/10.1007/s10551-011-1182-5

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-011-1182-5

Keywords

Navigation