The Perception of Mission Drift: A Qualitative Study of the Strategic Value of Pursuing Multiple Values Within Danish Hybrid Organisations

Abstract: The global corporate landscape is changing, making way for a new type of organisational structure emphasising less traditional stakeholder values, particularly non-financial values regarding social and environmental concerns. However, at the core of these organisations, the logics of traditional non-profit organisations and for-profit ventures are combined, which obliges the organisations to balance non-financial values and financial values, defining these organisations as hybrid entities. The study aims to deepen the understanding regarding managers’ perception of the risk of mission drift and the possible strategic outcomes of pursuing multiple values within Danish hybrid organisations. The study builds on the findings of Muñoz and Kimmitt (2019), by challenging the conventional notion that hybrid organising solely is a source of contradiction and mission drift. The study is based on and draws its conclusions from a literature review, as well as four case studies of certified B Corporations in the Copenhagen region. The case studies were performed through initial interviews with the CEOs, alternatively with a partner, and follow up questionnaires/interviews. The study shows an awareness of the risk of mission drift, which was highlighted through strategies aimed at safeguarding the organisation’s missions and, hence, mitigating mission drift. Furthermore, the organisations’ social mission has been found to be perceived to further the organisations’ financial value creation, resulting in the establishment or improvement of competitive advantage.