Abstract
Hybridity is the combination of different belief systems (institutional logics) that guide organ-isational practice. We analyse 32 decarbonisation business plans of tour operators to study the interplay between the market logic (incumbent) that supports the pursuit of continuous economic expansion, and the post-growth logic (challenger) that rejects the idea of unbridled growth. Through a mixed-method approach that combines content analysis and regression modelling, we find that the configurations of hybridity (i.e., the exact ways in which logics are combined) influence organisations' abilities to adopt science-based decarbonisation. We identify eight distinct transition patterns in the embedding of post-growth thinking into business plans that support a new theorisation of post-growth as a process of hybridisation.