Exploring the Ambiguity of Hybrid Organisations: A Stakeholder Approach

Abstract

This paper focuses on hybrid organisations, which have both public and private sector elements. Therefore, stakeholders of hybrid organisations have different views regarding what to expect from the organisation and the role of stakeholders tend to be multifaceted. This creates ambiguity that imposes demands on the management of hybrid organisations. In this paper a stakeholder approach is used in order to explore the ambiguity of hybrid organisations and the demands this imposes on managers.

Editorial

“…A hybrid's KPIs need to include the history, as well as the heterogeneous interests of actors involved in hybrid solutions. Their findings correspond with previous research on the inherent ambiguous character of hybrids and the challenges for their managers (Thomasson, 2009;Vining and Weimer, 2016). Cappellaro and Ricci (2017, p. 417 in this issue) introduce a performance measurement perspective of PPPs in the field of health and social services in the Italian context.…”

“…Hybrid organizations have even been described as 'institutional weirdos' (see Ménard, 2004). In our context, the term is quite ambiguous and sometimes blurred (Thomasson, 2009). In the field of public administration and management, hybridity is often understood in the sense of organizational hybridity, for example as a specific type of organization composed of structural elements deriving from other types of organizations.…”

“…direct 'customers', the government and the broader public) (Thomasson, 2009;Alexius and Cisneros-Örnberg, 2015). The tensions and confusion over these different goals imposes a cognitive burden on boards and managers that requires reconciliation (Argento et al, 2016).…”

Decoupling in the age of market-embedded morality: responsible gambling in a hybrid organization

“…costumers, the government, the general public, etc.) (Thomasson 2009;Alexius and Cisneros Ö rnberg 2015). The tensions over these different goals imposes a cognitive burden on boards and managers that requires an acceptable compromise (Argento et al 2016).…”

Hybrid Governance: The Case of Household Solid Waste Management in Sweden

“…Hybridity was in this context defined as an organisational response to demands from multiple resource contributors, such as public and private owners or other stakeholders. Hybrid organisations reflect this plurality of stakeholders and the entailed complex environment of the organisation (Kickert 2001, Thomasson 2009, Karré 2011. For example, organisational hybridity entails potential goal conflicts; as societal multiple goals need to be addressed at the same time as business demands on efficiency and market orientation are addressed.…”