Originality/value – By recasting business model innovations as devices for reflection-in-action, this study extends the discussion on business models from the mainstream business literature to critical management studies; we underscore the versatility of business model in the third sector by first unpacking the social issues they are trying to solve and then decomposing them into specific sets of hybrid practices that explain how the desired social change can be effectively implemented.
Le Ber, M.J. and Branzei, O. (2011), "Chapter 10 The Dark Triangle: Hybridization in the Third Sector", Hull, R., Gibbon, J., Branzei, O. and Haugh, H. (Ed.) The Third Sector (Dialogues in Critical Management Studies, Vol. 1), Emerald Group Publishing Limited, Bingley, pp. 263-293. https://doi.org/10.1108/S2046-6072(2011)0000001027
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