Cultural production increasingly shapes 21st-century economies. Yet prevailing models of entrepreneurship often privilege economic metrics over cultural or symbolic impact. This study aims to examine the hybrid mindset of two archetypical changemakers: Social Entrepreneurs, who are pragmatic and results-oriented, focusing on scalability and systemic change and Creative Pioneers who are humanistic innovators emphasizing cultural resonance and artistic autonomy.
Using a grounded theory approach, the study conducted 15 semi-structured interviews to explore core beliefs, definitions of success and adaptive strategies.
The analysis identified seven mindset parameters that structure how changemakers navigate tensions. A central emergent construct is Mojo. It is defined as a sustained motivational state that enables purposeful and adaptive action over time.
Based on the interview insights, this study proposes an adapted Hybrid Theory of Change (Hybrid ToC) Framework. This framework combines structural logic with Mojo as an integrative meta-capability. The authors derive implications for changemaker practice and ecosystem stakeholders to improve wellbeing and impact of enterprises.
