Abstract : In a context of new academic-industrial collaborative research organizations, this case study explores the use institutional logics in developing a portfolio business model able to keep stakeholders’ engagement. The co-existence of dual dominant logics in developing business models associated with knowledge value creation has two consequences. It allows maintaining stakeholders’ engagement, whereas the hybrid organization combining the academic and commercial logics will loose actors’ motivation. It also facilitates actors’ engagement in a new logic and the development of the two other business models aimed at creating societal and economic value. This research contributes to understanding how the strategic use of logics can help new hybrids developing and sustaining. It also offers a relative new lens of analysis in the institutional literature: the business modeling.
