Emerging Hybrid Practices in Public–private Research Centres

Gulbrandsen, Magnus; Thune, Taran; Borlaug, Siri Brorstad; Hanson, Jens

doi:10.1111/padm.12140

Cited by 27 publications

(17 citation statements)

References 26 publications

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“…First, we contribute to the recent stream of research on public–private hybrid organizations. While case studies have begun to understand how organizational hybridity affects organizational practices as well as employee identities (Gulbrandsen et al ; McGivern et al ), until now only a few quantitative studies have been conducted. Organizations that have to balance the often contradictory demands of the public and private sectors are becoming more common (Meyer and Hammerschmid , ; Waring ).…”

Section: Discussionmentioning

confidence: 99%

Employee Turnover in Hybrid Organizations: The Role of Public Sector Socialization and Organizational Privateness

Krøtel

Villadsen

2015

Public Administration

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Public sector reforms are increasingly blurring the boundaries between the public and private sectors, making way for hybrid organizations existing between the two sectors. While research has begun to explore organizational hybridity and how it affects employee identities and outcomes, knowledge about employee behaviour in hybrid organizations is scarce. Public-private hybrid organizations face the challenge of balancing some degree of privateness with traditional public sector practices and values. In this article we focus on public sector companies as an increasingly prevalent type of hybrid organization, and how employee turnover is affected by the degree of organizational privateness. We suggest that highly socialized public sector employees are more likely to leave when their organization exhibits higher levels of privateness. In an empirical study of all employees in public sector companies in Denmark we find support for this theory. The article contributes new knowledge about employee turnover dynamics and how the balance of opposing demands in hybrid organizations has implications for employee behaviour.Values and practices rooted in the private sector have increasingly been introduced into the public sector with the aim of boosting efficiency and quality in service delivery (Waring 2015). Following these reforms, public sector employees across a wide range of work areas have had to adapt to new ways of doing things. Studies have described in detail the content and prevalence of such reforms as well as the overall outcomes achieved. However, so far less attention has been devoted to the internal side of the organizations and how increased privateness affects employees in public organizations.Recent research interest in organizational hybridity has increased the understanding of individuals' response when organizations pursue contradictory demands (Buffat 2014; Skelcher and Smith 2015). For instance, studies have shown how medical managers develop new identities when managerialist thinking enters the field of healthcare (McGivern et al. 2015) and practices in public-private research centres (Gulbrandsen et al. 2015). This research is important as it increases our understanding of how the public sector reacts to the introduction of values and practices traditionally associated with the private sector of the economy. In this article we build on this research and aim to further this line of study by exploring how employees respond to increased public-private hybridity. We focus on two crucial dimensions. First, drawing inspiration from the dimensions of publicness theory (Bozeman and Bretschneider 1994), we focus on the degree to which a (public) organization is affected by elements from the private sector; and second, on the degree to which an employee is socialized into the public sector through working experience (Becker and Connor 2005;Petrovsky et al. 2015). We argue that the more pronounced the organizational privateness, the more strongly is an employee's public sector socialization positively related...

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Section: Discussionmentioning

confidence: 99%

Employee Turnover in Hybrid Organizations: The Role of Public Sector Socialization and Organizational Privateness

Krøtel

Villadsen

2015

Public Administration

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“…A second group concerns public-private relationships. Waring (2015) examines cross-sectoral effects on public services being transferred to private or mutual ownership in the English NHS; another article examines public-private collaboration in research centres in Norway and Sweden (Gulbrandsen et al 2015). A third grouping concentrates on hybrid roles and identities of public services professionals.…”

Section: An Outline Of the Articlesmentioning

confidence: 99%

Understanding Hybridity in Public Organizations

Denis

Ferlie

Gestel

2015

Public Administration

260

245

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This article explores and extends the concept of hybridity to understand current changes in public services organizations, notably as seen from an organizational studies perspective. The notion of hybridity has become more important, given that the public sector increasingly blurs with other sectors and more social actors. Previous reliance on the use of ideal‐types in characterizing public services reforms has masked expanding heterogeneity. We here move beyond the (i) conventional focus on structural hybridity to consider (ii) institutional dynamics, (iii) social interactions, and (iv) new identities and roles in public services. Based on these four dimensions of hybridity, we review alternative theoretical frameworks. We suggest that bringing together work from the neighbouring disciplines of public administration and organization studies may improve our understanding of public services hybridity and outline a future research agenda.

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“…Second, a specific form of classification (for example the one suggested by Skelcher and Smith (2015) based on particular combinations of institutional logics) could be applied to the conceptual and empirical research on healthcare hybrids to isolate a set of issues/features specific to this sector. Although there might be an overall aim associated with hybrids (according to Gulbrandsen (2015) 'most hybrid organizations strive to combine or balance different sectoral or institutional logics in a way that may solve complex societal problems and realize new ideals of governance and public administration'), the implications/aims/features within the healthcare field are still to be properly investigated.…”

Section: Resultsmentioning

confidence: 99%

“Strange animals”: hybrid organisations in health care

Powell

Castelli

2017

JHOM

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Purpose The purpose of this paper is to critically explore hybrid organisations in health care. It examines the broad literature on hybrids focusing on issues of perspective, definition, sub-type and level. It then presents the results of the literature review of hybrid health care organisations, exploring which organisations have been viewed as hybrids, and then examining studies in more detail with respect to the research questions. Design/methodology/approach It critically explores the literature on hybrid organisations in health care through a structured search. Findings It is found that a wide variety of hybrid forms exist, but not clear what they combine or how they combine it. However, the level of depth from some of these studies is rather limited, with little consensus on definition, and relatively few drawing on any explicit conceptual perspective. It seems that the wider hybridity literatures have limited influence of studies of hybrid health care organisations. Originality/value As far as the authors are aware, this paper is the first attempt to critically review the literature on hybrid organisations in health care. It is concluded that it is difficult to define and explain hybrid health care organisations. Health care hybrids appear to be chameleons as they appear to be able to change their form to different observers.

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Emerging Hybrid Practices in Public–private Research Centres

Cited by 27 publications

References 26 publications

Employee Turnover in Hybrid Organizations: The Role of Public Sector Socialization and Organizational Privateness

Employee Turnover in Hybrid Organizations: The Role of Public Sector Socialization and Organizational Privateness

Understanding Hybridity in Public Organizations

“Strange animals”: hybrid organisations in health care

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