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Managing Organizational Paradoxes in Social Enterprises: Case Studies from the MENA Region

Published online by Cambridge University Press:  01 January 2026

Ayman Ismail Open the ORCID record for Ayman Ismail [Opens in a new window]  and
Brendon Johnson
Ayman Ismail*
Affiliation:
American University in Cairo – School of Business, AUC Avenue, PO Box 74, New Cairo 11835, Egypt
Brendon Johnson*
Affiliation:
American University in Cairo – School of Business, AUC Avenue, PO Box 74, New Cairo 11835, Egypt
*
aymanism@aucegypt.edu
brendontjohnson@gmail.com
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Abstract

This study aims to examine the question around how small- and medium-scale hybrid social enterprises within the context of the Middle East and North Africa manage paradoxical tensions they face in their everyday decision-making. By placing a lens on the unique hybrid processes facing organizational members rooted in traditional social and economic rationales, we seek to better understand the breadth of strategies adopted and their relevance to the specific contextual considerations of the study. Through analyzing five in-depth case studies from the region, the study aims to add insights on the practice of managing organizational paradoxes to maintain social-economic hybridity. We also introduce practical implications for managers and supporters of small- and medium-scale social enterprises.

Keywords

Social enterpriseOrganizational paradoxesMENA regionHybrid organizationsCase studies

Information

Type
Original Paper
Information
Voluntas: International Journal of Voluntary and Nonprofit Organizations , Volume 30 , Issue 3 , June 2019 , pp. 516 - 534
Copyright
Copyright © International Society for Third-Sector Research and The Johns Hopkins University 2019

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