Hybridity for organizational learning

Abstract

Hybrid approaches can help organizational actors learn and adjust to feedback. This chapter explores the knowledge-based view of organizations, which describes how organizations integrate knowledge from internal and external actors and rely on both explicit and tacit knowledge. Hybrid organizing enables organizational learning and innovation by integrating diverse logics and perspectives. Social impact organizers can cultivate hybrid synergy and productive tension by adopting mindset-shaping strategies that recognize both contradiction and complementarity. Examples from research and real life show how social impact organizers use hybridity to adapt and survive in turbulent environments and suggest an emerging area of research in human–artificial intelligence partnerships for social impact organizing.