Purpose – In this research we seek to understand how a social enterprise deals with the multiple tensions of organizational hybridism to achieve its strategic objectives.
Design/methodology/approach – A qualitative single-case study was performed using longitudinal and in-depth data collection. For the analysis and interpretation of the data an abductive logic and narrative analysis were used.
Findings – We concluded that the actors were involved in various openness practices for inclusion, transparency, flexibility, and horizontalization in the strategic process. We also found evidence that the practices of opening up the strategy support a translation process, thus minimizing the tensions of organizational hybridism. This translation process was redefined in the context of hybridism.
Originality/value – This research showed that actor-network theory, in particular the translation perspective, is indicated for the study of social enterprises. Concerning the process of opening up the strategy, it is suggested that the process of horizontalizing relationships and flexibility is necessary in the strategic process, in addition to inclusion and transparency. Another contribution is related to the translation process in hybrid organizations, suggesting a reduction of the political imposition of roles and identities.
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