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ABSTRACTThere is an increasing scholarly interest in how social enterprises manage their hybrid nature. As hybrid organizational forms, social enterprises combine mission‐driven social goals and revenue generating activities in a variety of organizational constellations and in diverse institutional contexts. Acknowledging the potentially conflicting demands that institutional environments impose on social enterprises there is an increasing research interest in the existence and proliferation of these conflicting demands at the organizational level. Some researchers have pointed to the importance of particular management practices and governance characteristics – such as authority relations and internal representation – as mechanisms to deal with the conflicting demands at the organizational level. This paper adds to this stream of literature by taking into account the organizational level dynamics of internal representation and the proliferation of factional groups in the boards of directors of hybrid organizational forms and their impact on board performance, ultimately influencing the organizational performance.

The globalisation of crime means there is an increasingly vital need for effective sharing of knowledge by police organisations across international borders. However, identifying the complexities and challenges of this aspect of international collaboration has been relatively neglected in previous research. The research reported in this paper therefore set out to identify the major barriers and facilitators of international knowledge sharing. Research teams in ten European countries produced ten case studies of knowledge sharing across borders, either involving direct cooperation between police forces in different countries or through international agencies such as CEPOL or INTERPOL. The integrative findings showed that the major influences on knowledge sharing could be theoretically categorised in terms of organisational factors (e.g., technological and staff capabilities), inter-organisational factors (e.g., quality of relationships, shared visions and systems), inter-country factors (e.g., bilateral conventions, legislation) and knowledge characteristics (e.g., clarity, legal sensitivity). Practical implications include standardising technology systems across countries, improving inter-organisational trust through exchanges and physical co-working, developing police members' knowledge and skills with regards to collaborative working and creating joint agreements and visions. Research implications highlighted the need to test the findings in non-European contexts and to comparatively focus on specific types of collaboration.