The concept of hybridity, although well developed in various
research areas, is relatively new in the management field, where
"organisational hybridity" refers to organisations that combine
managerial features, value systems and institutional logics of
different sectors (market, state, civil society). Hybrid
organisations have traditionally been compared with private, public
and non-profit ones, by considering goal ambiguity, governance,
organisational structures, personnel and purchasing processes, and
work-related attitudes and values. This research has led to
substantial evidence on relevant differences between hybrid and
other organisations. Hybridisation has also become a permanent
feature in today's welfare system. New Public Management and
welfare state reforms of the mid 1990s contributed to the emergence
of hybrid organisations, with neo-institutional theory also
attributed to this phenomenon. Considering the hybrid phenomenon as
a whole, little is known about governance and controls, especially
with regard to accountability mechanisms and issues such as the
prevention of corruption. Even less is known when we consider the
main variables of hybridity to be mixed ownership, competing
institutional logics, multiplicity of funding arrangements, and
public and private forms of financial and social control. This book
seeks to answer the unsolved questions related to hybrid
organisations. It does so by adopting a multifaceted approach along
its ten chapters, which focus on different national contexts,
including the UK, Italy, Australia, and Sweden, as well as global
organisations. The authors consider policy sectors including
humanitarian aid, local transport, healthcare, and welfare
services.
General
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