In the social entrepreneurship space, hybrid organizations combine both market and social welfare logics (Lee & Battilana, 2013) in that they try to alleviate social problems while adopting commercial strategies as their revenue sources. The growth in such hybrid organizations makes them of interest to traditional for-profit entrepreneurial firms since they have become both competitors and acquisition targets. Hybrids also compete with traditional nonprofit organizations for funding and support. As a consequence, valid questions have been raised about the sustainability of hybrid models and missions. In this paper, we examine the unique factors underlying the development of hybrid organizations, including sector of activity, type of economy (developing versus developed markets), age, geographical reach and operating budget. We also examine how hybrids create social impact as well as the degree to which their models are scalable over the long-term.