 | This article possibly contains original research. (October 2020) |
A hybrid organization is an organization that mixes elements, value systems and action logics (e.g. social impact and profit generation) of various sectors of society, i.e. the public sector, the private sector and the voluntary sector. A more general notion of hybridity can be found in Hybrid institutions and governance.
According to previous research hybrids between public and private spheres consist of following features:[1]
- Shared ownership.
- Goal incongruence and different institutional logics in the same organisation.[2]
- Variety in the sources of financing.[3]
- Differentiated forms of economic and social control.
Value creation in hybrids proceeds through three mechanisms:[3]
- mixing,
- compromising,
- legitimizing.
Mixing distinct value categories may take several forms. One common feature of these forms is the act of combining existing value categories to contribute novel variants of value. Compromising concern solving grievances among the interacting parties. From the legitimization point of view, hybrids are attuned to catering to the demands of multiple audiences: the government, citizens and clients, as well as the competitive markets.[3]
The discussion of relational aspects of hybridity among nodes, dyads and networks raises number of questions. Sometimes governing hybridity necessitates a balancing act among parallel and opposing forces. In other instances, hybridity represents an effort to build genuinely new interaction patterns to settle the issues at hand, but it is also the case that hybridity brings out restrictions on interaction patterns.[4]
The hybridity can be studied across levels of society in micro, meso and macro settings. However, aggregation of institutions follow different patterns within government, business and civil society.[5] The relational aspect appears as integration and separation (node), in dyads between e.g professionals and managers and between providers and beneficiaries, and within networks as actors with different attributes.[6]
Hybrid organization can achieve a competitive advantage because it can easily adapt into rapidly changing business environment. Organizational hybridity refers to an ability to blend features from different organizations or cultures to create solutions which suits organization's needs.[7] In addition, hybrid organizations can achieve long-term sustainability by blending social and economic imperatives and engaging with diverse stakeholder groups.[8]
- ^ a b Johanson, Jan-Erik; Vakkuri, Jarmo (2017). Governing hybrid organisations. Exploring variety of institutional life. New York: Routledge. pp. 44–45. ISBN 978-1-138-65582-9.
- ^ Battilana, Julie & Silvia Dorado. Building sustainable hybrid organizations: The case of commercial microfinance organizations. "Academy of Management Journal, 53:6, 1419–1440.
- ^ a b c Vakkuri, Jarmo; Johanson, Jan-Erik (2020). Hybrid governance, organisations and society. value creation perspectives. Routledge. ISBN 9780367609498.
- ^ Johanson, Jan-Erik; Vakkuri, Jarmo. Governing hybrid networks in organisations and society. E.Elgar.
- ^ Johanson, Jan-Erik; Vakkuri, Jarmo (2020). Value creation between and among levels of governance (1 ed.). Routledge. pp. 221–236. ISBN 9780367222116.
- ^ Johanson JE, Vakkuri J (2023). Grossi G, Vakkuri J (eds.). Governing hybrid networks in organisations and society. In Handbook of Accounting and Public Governance. Exploring Hybridizations. Cheltenham: E.Elgar.
- ^ Laihonen, H. & Huhtamäki, J. (2020). Organisational hybridity and fluidity: deriving new strategies for dynamic knowledge management. Knowledge Management Research & Practice. Vol. 21. No. 2. Available: https://doi.org/10.1080/14778238.2020.1794993
- ^ Doherty, B., Haugh, H., & Lyon, F. (2014). Social Enterprises as Hybrid Organizations: A Review and Research Agenda. International Journal of Management Reviews, 16(4), 417-436. Available: https://doi.org/10.1111/ijmr.12028