A multi-organizational cross-sectoral collaboration: empirical evidence from an ‘Empty Homes’ project

References

• Austin, J., Stevenson, H. and Wei-Skillern, J. (2006), Social and commercial entrepreneurship. Entrepreneurship Theory and Practice, 30, 1, p. 1.
   Web of Science ®Google Scholar
• Billis, D. (2010), Towards a theory of hybrid organizations. In Billis, D. (Ed), Hybrid Organizations and the Third Sector (Palgrave Macmillan), pp. 46–69.
   Google Scholar
• Bryson, J. M., Crosby, B. C. and Stone, M.M. (2006), The design and implementation of cross-sector collaborations. Public Administration Review, 66, s1, pp. 44–55.
   Web of Science ®Google Scholar
• Cairns, B. and Harris, M.E. (2011), Local cross-sector partnerships: tackling the challenges collaboratively. Nonprofit Management and Leadership, 21, 3, pp. 311–324.
   Web of Science ®Google Scholar
• Curtis, T. (2008), Finding that grit makes a pearl: a critical re-reading of research into social enterprise. International Journal of Management Reviews, 14, 5, pp. 276–290.
   Google Scholar
• Dart, R. (2004), The legitimacy of social enterprise. Nonprofit Management and Leadership, 14, 4, pp. 411–424.
   Google Scholar
• Doherty, B., Haugh, H. and Lyon, F. (2014), Social enterprises as hybrid organizations—a review and research agenda. International Journal of Management Reviews, 16, 4, pp. 417–436.
   Web of Science ®Google Scholar
• Glaser, B. G. and Strauss, A. L. (1967), The Discovery of Grounded Theory (Aldine).
   Google Scholar
• Greenwood, R. et al. (2010), The multiplicity of institutional logics and the heterogeneity of organizational responses. Organization Science, 21, 2, pp. 521–539.
   Google Scholar
• Hansmann, H. (1980), The role of non-profit enterprise. Yale Law Journal, 89, 5, pp. 835–901. HM Government (2011), Laying the Foundations—A Housing Strategy for England (DCLG).
   Web of Science ®Google Scholar
• Howard, J. and Taylor, M. (2010), Hybridity in partnership working. In Billis, D.. (Ed), op. cit. Huggins, R. (2010), Forms of network resources. International Journal of Management Reviews, 12, 3, pp. 335–352.
   Google Scholar
• Huxham, C. (1993), Pursuing collaborative advantage. Journal of the Operational Research Society, 44, 6, pp. 599–611.
   Web of Science ®Google Scholar
• Lumpkin, G. T.et al. (2013), Entrepreneurial processesinsocialcontexts:howaretheydifferent, if at all? Small Business Economics, 40, 3, pp. 761–783.
   Web of Science ®Google Scholar
• Lyon, F. (2012), Social innovation, co-operation, and competition. In Nicholls, A. and Murdock, A. (Eds), Social Innovation: Blurring Boundaries to Reconfigure Markets (Palgrave MacMillan).
   Google Scholar
• Mullins, D. and Pawson, H. (2010), Housing associations: agents of policy or profits in disguise. In Billis, D. (Ed), op. cit.
   Google Scholar
• Munoz, S. A. and Tindsley, S. (2008), Selling to the public sector: prospects and problems for social enterprise in the UK. Journal of Corporate Citizenship, 32, pp. 43–62.
   Google Scholar
• Murdock, A. (2007), No man's land or promised land? The lure of local public service: delivery contracts for social enterprise. Paper presented at the 4th UK Social Enterprise Research conference.
   Google Scholar
• Murphy, P. J. and Coombes, S. M. (2009), A model of social entrepreneurial discovery. Journal of Business Ethics, 87, 3, pp. 325–336.
   Web of Science ®Google Scholar
• OTS (2009), Real Help for Communities: Volunteers, Charities and Social Enterprises (Cabinet Office).
   Google Scholar
• Pache, A. C. and Santos, F. (2012), Inside the hybrid organization: selective coupling as a response to competing institutional logics. Academy of Management Journal, 56, 4, pp. 972–1001.
   Web of Science ®Google Scholar
• Peredo A. M. and McLean, M. (2006), Social entrepreneurship: a critical review of the concept. Journal of World Business, 41, 1, pp. 56–65.
   Web of Science ®Google Scholar
• Reay, T. and Hinings, C. R.. (2009), Managing the rivalry of competing institutional logics. Organization Studies, 30, 6, pp. 620–652.
   Web of Science ®Google Scholar
• Santos, F. M.. (2012). A positive theory of social entrepreneurship. Journal of Business Ethics, 111, pp. 335–351.
   Web of Science ®Google Scholar
• Simmons, R. (2008), Harnessing social enterprise for local public services. Public Policy and Administration, 23, 3, pp. 278–301.
   Google Scholar
• Somerville, P. and McElwee, G. (2010), Situating community enterprise. Entrepreneurship and Regional Development, 23, 5, pp. 317–330.
   Web of Science ®Google Scholar
• Strauss, A. and Corbin, J. (1990), Basics of Qualitative Research (Sage).
   Google Scholar
• Teasdale, S. (2010), Models of social enterprise in the homelessness field. Social Enterprise Journal, 6, 1, pp. 23–34.
   Google Scholar
• Thornton, P. H. and Ocasio, W. (2008), Institutional logics. In The Sage Handbook of Organizational Institutionalism, pp. 99–128.
   Google Scholar
• Thornton, P. H., Ocasio, W. and Lounsbury, M. (2012), The Institutional Logics Perspective (Oxford University Press).
   Google Scholar
• Tracey, P., Phillips, N. and Jarvis, O. (2011), Bridging institutional entrepreneurship and the creation of new organizational forms: a multilevel model. Organization Science, 22, 1, pp. 60–80.
   Web of Science ®Google Scholar
• Wallace, S. L.. (1999), Social entrepreneurship: the role of social purpose enterprises in facilitating community economic development. Journal of Developmental Entrepreneurship, 4, 2, pp. 153–174
   Google Scholar
• Williamson, O. E. (1993), Calculativeness, trust and economic organization. Journal of Law and Economics, 36, 1, pp. 453–486.
   Web of Science ®Google Scholar
• Wilson, F. and Post, J. E.. (2013), Business models for people, planet (& profits). Small Business Economics, 40, 3, pp. 715–737.
   Web of Science ®Google Scholar