Abstract: Based on a dual theoretical perspective of resource orchestration and institutional logics, this paper presents a longitudinal single case study on the value creation mechanism of a hybrid social organization. It demonstrates how the organization responds to multiple institutional logics in order to create both social and economic values through resource orchestration at different stages. The main findings are as follows: (1) The hybridity of institutional logics is the key factor that drives hybrid social organizations to adopt different resource management practices; (2) The managerial cognition of organizational goals, as well as the cognition of how to achieve them, serves as the intermediate mechanism in the interaction between institutional logics and resource management. This implies that institutional logics influence organizational resource management practices by shaping managers’ cognition; (3) As organizational resource management practices advance, the hybridity of institutional logics evolves and promotes the renewal of managerial cognition and subsequent resource management, leading to dynamic adjustments in the value creation pattern. By constructing a dynamically evolving model of “institutional logics-resource management-value creation,” this paper not only contributes to a deeper understanding of institutional logic theory and resource orchestration theory in the context of hybrid organizations, but also provides valuable suggestions for hybrid social organizations to achieve sustainable value creation.

Key words: hybrid social organization, resource management, institutional logic, dual value creation, longitudinal case study