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  1.  21
    Balancing a Hybrid Business Model: The Search for Equilibrium at Cafédirect.Iain A. Davies & Bob Doherty - 2019 - Journal of Business Ethics 157 (4):1043-1066.
    This paper investigates the difficulties of creating economic, social, and environmental values when operating as a hybrid venture. Drawing on hybrid organizing and sustainable business model research, it explores the implications of alternative forms of business model experimented with by farmer owned, fairtrade social enterprise Cafédirect. Responding to changes and challenges in the market and societal environment, Cafédirect has tried multiple business model innovations to deliver on all three forms of value capture, with differing levels of success. This longitudinal case (...)
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  2.  35
    A Fair Trade-off? Paradoxes in the Governance of Fair-trade Social Enterprises.Chris Mason & Bob Doherty - 2016 - Journal of Business Ethics 136 (3):451-469.
    This paper explores how fair trade social enterprises manage paradoxes in stakeholder-oriented governance models. We use narrative accounts from board members, at governance events and board documents to report an exploratory study of paradoxes in three FTSEs which are partly farmer-owned. Having synthesized the key social enterprise governance literature and framed it alongside the broader paradox theory, we used narratives to explore how tensions are articulated, how they can be applied within an adapted paradox framework, and how governance actors seek (...)
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  3.  71
    The Rise and Stall of a Fair Trade Pioneer: The Cafédirect Story.Iain A. Davies, Bob Doherty & Simon Knox - 2010 - Journal of Business Ethics 92 (1):127-147.
    This is a case study investigating the growth of fair trade pioneer, Cafédirect. We explore the growth of the company and develop strategic insights on how Cafédirect has attained its prominent position in the UK mainstream coffee industry based on its ethical positioning. We explore the marketing, networks and communications channels of the brand which have led to rapid growth from niche player to a mainstream brand. However, the company is experiencing a slow down in its meteoric rise and we (...)
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  4.  12
    An Examination of Tensions in a Hybrid Collaboration: A Longitudinal Study of an Empty Homes Project.Alex Gillett, Kim Loader, Bob Doherty & Jonathan M. Scott - 2019 - Journal of Business Ethics 157 (4):949-967.
    We analyse the tensions in a hybrid collaboration and how these are mitigated using boundary-spanning community impact, leading to compatibility between distinctive institutional logics. Our qualitative longitudinal study undertaken during 2011–2016 involved reviewing literature and archival data, key informant interviews, workshop and focus groups. We analysed common themes within the data, relating to our two research questions concerning how and why hybrids collaborate, and how resulting tensions are mitigated. The findings suggest a viable model of service delivery termed hybridized collaboration (...)
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