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This paper aims to examine the contributions of hybrid organisations to wellbeing in small Pacific island countries.

The concept and different forms of hybrid organisations are examined, and then the operation and contributions to wellbeing of three Fijian hybrid organisations are considered.

Hybrid organisations in this region operate with a commitment to the common good and an ethic of care. Fijian hybrid organisations improve social and economic wellbeing for individuals, families and communities by providing employment, schools and training facilities, financial and support services, sustainable agriculture projects and facilitating networking. These services improve individual and community social and economic wellbeing, build resilience, add to personal and family security, offer opportunities for the future, advance leadership skills and sustain the environment. Commercial activities that support these organisations in their wellbeing endeavours include product sales, service fees, project levies and investment income.

Generalisability beyond the Pacific region is not assured, as this review only examines hybrid organisations in small Pacific island countries.

Hybrid organisations offer an alternative pathway to achieve a sustainable enterprise economy, an approach that is more culturally relevant for the Pacific region. Policies to nurture the development of these organisations, and research into the startup, operation, impact and effectiveness of different hybrid organisation models would help to improve wellbeing in this region. International charities and aid agencies could advance the wellbeing of people living in this region by supporting the development of hybrid organisations. External agencies seeking to support hybrid organisation development are advised to consider providing funding through a regional agency rather than engaging directly with national governments.

Developing a robust hybrid organisation sector will improve social and economic wellbeing for people living in small island nations.

As one of the first studies to examine wellbeing and hybrid organisations, this review adds to hybrid business theory by its consideration of small Pacific island countries. The authors add to existing understandings of how hybrid organisations contribute to social and economic wellbeing for individuals, families and communities. The review identifies each form hybrid organisational form adopts. Each has a central commitment to generating social and economic value but different revenue sources. The review adds valuable new knowledge to the limited scholarship of this region by identifying the philosophical foundations and contributions to wellbeing of these hybrid organisations. A future research agenda and policy development process is proposed to improve wellbeing and advance hybrid organisations in the region.

The purpose of this paper is to examine the relationships and influences of change enablers for social enterprises in organizations undergoing cultural change.

Data were collected through a survey of social enterprises in two Pacific Island nations, and analyzed with Pearson and regression analyses.

The study finds that social enterprises are better equipped to implement cultural change when they exploit a robust entrepreneurial capability while optimizing strategic, financial and adaptive capabilities. These capabilities should be aligned with the enterprise’s culture and processes associated with transitioning the organizational culture to access resources and achieve its mission. Based on these results, a Cultural Change Enabling (CCE) Framework is proposed to help social enterprises leverage the dynamic interactions between the enterprise, its capabilities and environment, and organizational change processes.

Using the CCE Framework will benefit leaders of public benefit organizations, including social enterprises, to identify their capabilities, and develop an enabling culture to advance their trading activities and social mission so that social enterprises might operate sustainably.

As one of the first studies to examine the readiness for organizational change in social enterprises, this study provides new insights on the capabilities for organizational change, and the dynamics of organizations undergoing cultural transformation.

The purpose of this paper is to examine how leadership is shaped by a changing cultural context.

This is an exploratory study based on semi-structured interviews with leaders of Fijian cooperatives.

The political and cultural environment in Fiji has changed over time, and these changing arrangements shape expectations of what is considered to be appropriate leadership in Fijian cooperatives. To be consistent with changing societal values, leaders of Fijian cooperatives employ a context-sensitive hybrid leadership style in which legitimacy is an important dimension.

Researchers need to examine the cultural context as a dynamic influencing element of leadership.

Leaders of cooperatives and similar values-based organizations would benefit from applying a legitimate and context-sensitive hybrid leadership style.

This study contributes new understandings of the cultural influences on organizational leadership.

This study aims to examine the geographic, historical and institutional influences on social enterprise in a small Pacific island country.

Drawing on theoretical literature and factual materials published by reputable sources and based on local knowledge of the authors, the study considers how Fiji’s location; history; and social, economic, political and cultural institutions affect social enterprise.

Social enterprise is influenced by Fiji’s remote location and small economy, which reduces access to external information and suggests that the nation is slow to embrace new ideas. Fiji’s demographics, ethnic divisions and cultural arrangements create economic and political tensions that affect how support services and economic policies are delivered. Indians were brought to Fiji under the British colonial administration, and Fijians with Indian heritage now make up almost 40% of the population. Informal separation and growing tensions between these Fijian Indian citizens and indigenous Fijians have contributed to political instability. The resulting outmigration of skilled nonindigenous people has reduced levels of human capital and expertise. This limits Fiji’s capacity to innovate, including developing a robust social enterprise sector. Although social enterprise could be a very effective way to address social and economic problems in Fiji, it seems unlikely that the government will embrace the concept without support and encouragement from external sources, especially international aid and UN agencies.

Generalisability is not assumed with this study, as it examines only one Pacific island country; however, it is likely that the findings will apply in other small Pacific island countries having similar cultural arrangements.

This paper offers information that will assist practitioners, researchers and policymakers in understanding and negotiating complexities of the institutional environment in remote locations, especially in small Pacific island countries.

As one of the first studies of a small Pacific island country, this paper extends scholarship in this region and adds to the current understandings of social enterprise. In particular, the paper adds valuable, new knowledge of the effects of geographic location, political instability and cultural and ethnic divisions. This study is likely to be relevant for other small countries in isolated locations, especially those in the Pacific region with similar cultural environments.