ABSTRACT
This chapter explores how learning occurs in hybrid organisations, such as social enterprises with dual financial and social goals. Knowing how to learn and adapt to problems arising from these contradictory goals can be informed by theoretical insight provided by contemporary organisational learning theories. Learning on the organisational level differs from individual learning and is not simply the aggregation of the latter. Hybrid organisations’ adaptive challenges can be categorised as stemming from the logic tensions present in hybrids. Hybrid organisations are required to identify and adapt to the various types of tensions that their organisations face. Organising tensions refer to competing designs, structures and processes oriented towards the achievement of a desired outcome. Belonging tensions relate to identity, and are formed by competing values, logics, and roles. Finally, performing tensions relate to the divergence in notions of organisational success, as defined and guided by strategies to attain goals prescribed by different logics and stakeholders.
