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Managing Hybrid Organizations

In: Managing Hybrid Organizations

Author

Listed:
  • Staffan Furusten

    (Stockholm University
    Stockholm School of Economics)

  • Susanna Alexius

    (Stockholm University
    Stockholm School of Economics)

Abstract

In this final chapter, we summarize and develop core findings that are illustrated with examples from the empirical case studies of the volume. Three common dilemmas in managing hybrid organization are identified: (1) financing a social mission and the risk of mission drift, (2) overlap in the roles of key stakeholders and the risk of empty governance structures and (3) modernizing a hybrid while cherishing the constitutional hybrid legacy. We argue that organizations that manage to remain hybrids in times of changed institutional conditions have established multivocality, a state where different categories of stakeholders are involved in shared, although sometimes parallel, conversations. The chapter concludes that a state of multivocal conversations can be strengthened by managerial and governance skills in improvisations and versatility.

Suggested Citation

  • Staffan Furusten & Susanna Alexius, 2019. "Managing Hybrid Organizations," Springer Books, in: Susanna Alexius & Staffan Furusten (ed.), Managing Hybrid Organizations, chapter 17, pages 333-360, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-95486-8_17
    DOI: 10.1007/978-3-319-95486-8_17
    as

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