Between mission and revenue: measuring performance in a hybrid organization

Abstract

Purpose This paper aims to contribute to the literature concerning performance measurement tools which allow a balanced control of both social goals and financial performances in a hybrid organization. Design/methodology/approach This paper shows the result of an action research project performed within a hybrid organization in Northern Italy. The tool and the main indicators it should reflect were selected cooperating with the management and stakeholders, and the project was brought on by following Lewin’s (1947) three-stage approach (freezing, moving and, unfreezing). Findings The paper shows how a useful tool for measuring social and financial performances has to be driven by the stakeholders’ needs and has to take into consideration the organizational mission. Originality/value The paper contributes to the performance evaluation literature, as it focuses on a hybrid organization with an action research approach which contributes to bridging the gap between research and practice.

Ambidextrous sustainability, organisational structure and performance in hybrid organisations

“…The principles include ownership, governance, operational priorities, distinctive human resources and distinctive other resources (Thomasson, 2020). These principles denote the complexities and challenges faced by Swedish municipal corporations and signify ambiguity (Thomasson, 2020) and tensions that arise in the face of managing the "intrinsic web of contrasting logics" (Thomasson, 2020, p. 147) within each of these principles, and ultimately inform pursuit of divergent strategies and performance goals that result from this organisational form (Sz ekely and Knirsch, 2005;Ponte et al, 2017).…”

“…The performance domain in hybrid organisations involves creating value by simultaneously pursuing financial, environmental and social outcomes (Sz ekely and Knirsch, 2005;Ponte et al, 2017). The tension between these three outcomes gives rise to "paradoxes of performing" (Smith and Lewis, 2011), which occur in organisations with a multiplicity of stakeholders and goals.…”

“…The tension between these three outcomes gives rise to "paradoxes of performing" (Smith and Lewis, 2011), which occur in organisations with a multiplicity of stakeholders and goals. In a second domain, strategies of hybrid organisations involve "paradoxes of strategising" (Florin and Schmidt, 2011), which are similar to "paradoxes of performing" in that these organisations have to manoeuvre between market and mission-driven strategies (Ponte et al, 2017). Finally, in a third domain, the structures of these organisations involve yet another issue known as a "paradox of strategic control" (Goold and Quinn, 1990), meaning that there is a more significant trade-off between structural efficiency and structural flexibility in hybrid organisations than in other organisations (Lentz, 1996).…”

Institutional logics and organizational change: the role of place and time

“…3.1.3) discussed the opportunity of creating a report which became a Sustainability Balanced Scorecard (ServiceCo, 2007(ServiceCo, , 2008(ServiceCo, , 2009(ServiceCo, , 2010(ServiceCo, , 2011ServiceCo Balanced Scorecard, 2011, 2012ServiceCo Strategic and Industrial plan, 2008). This choice was the result of a series of roundtables involving all the parties (Ponte et al 2017).…”

Using the mixed methods research to model the hotel performance measurement in Egypt: An example from a hotel chain

“…It could be concluded from the cited empirical studies, performance measurement is still defined according to everybody sights (Gupta & Dey, 2010;Ponte, Pesci, & Camussone, 2017). Considering performance prior studies in relation to hotel's operation, many academics expressed it in an economic equation (Jones & Siag, 2009;Kilic & Okumus, 2005;Sigala et al, 2005) as a relationship between outputs and inputs.…”