ABSTRACT
This chapter investigates how the concept of empowerment, as developed within the Capability Approach, can be operationalized in concrete organizational contexts. It addresses the challenges involved in translating theoretical principles into actionable mechanisms, particularly in response to complex social issues such as homelessness, disability, and minority marginalization. Drawing on Rappaport's theory of empowerment from Community Psychology, the chapter introduces the notion of Empowering Organizations – entities specifically designed to foster individual agency and development in fragile contexts. Despite its relevance, this perspective has remained peripheral, primarily to management studies, especially those related to Social Business Hybrids. These organizations, which combine economic and social goals through innovative business models, often operate as de facto Empowering Organizations. The chapter aims to bridge this gap by proposing a theoretical framework that integrates empowerment within the study of Social Business Hybrids, highlighting their potential to generate systemic social impact through participatory and inclusive approaches.
