Processes of hybridization and de-hybridization: organizing and the task at hand

Abstract

Purpose The problematization indicates the need for enhancing the understanding of hybrid settings as potentially dynamic, changing and fragile. The purpose of this paper is to generate the knowledge through a conceptualization of the relationship between hybrid organizing and object, helping us understand how and why hybridization takes place or de-hybridizing occurs. Design/methodology/approach The study is based on a longitudinal qualitative case study of an attempt to introduce cost-benefit calculations as a management initiative in the social sector. In total, 18 observations of meetings and 48 interviews were done. Findings The main contribution is the empirically detailed description of how hybridizing must be understood in connection to a complex task at hand. A core observation is how complexity is escaped by either an intensive framing or compartmentalization – the former either leading to a disciplined hybrid allowing efficient action or to a hot and contested situation characterized by inertia. The latter, compartmentalization, presupposes less complexity with the potential of full de-hybridization into single-purpose organizing, failing to deal with the complex task at hand. Research limitations/implications A limitation is the one case approach and further research could focus on other settings. Practical implications The paper provides concepts useful for analysis of specific cooperative arrangements. Social implications The authors believe that the findings can bring useful insights to professionals, policy makers and others who are engaging in and addressing complex societal issues, not least within the public sector, a matter all too often overlooked by the accounting research community. Originality/value The originality of the paper is the focus on the organization and control in relation to the task at hand.

Accountability and Reporting for Sustainability and Public Value: Challenges in the Public Sector

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Accounting for profitable prevention—The case of social investments

“…As pointed out, an ever‐growing list of calculative techniques and practices has emerged with the aspiration of improving transparency, accountability, and efficiency (Arnaboldi, Lapsley, & Steccolini, ; Lapsley, ). However, contemporary developments in public administration imply an increasingly multifaceted and intangible context for public service delivery, where wickedness, hybridity, cocreation, and fragmentation are common features (Denis, Ferlie, & Van Gestel, ; Jacobs & Cuganesan, ; Kastberg & Lagström, ). This applies regardless of whether the position is that NPM is replaced by some post‐NPM paradigm, or that NPM is still alive and increasingly sedimented or layered with other reform logics (see Christensen & Laegreid, ; Hyndman & Lapsley, ; Hyndman & Liguori, ; Mahoney & Thelen, ; Pollitt & Bouckaert, ).…”

Biased by design – the case of horizontal accountability in a hybrid organization

“…So far, the literature has argued that hybrid organizations mix those things that are different in the public, private and third sectors (Kastberg and Lagstr€ om, 2019). However, listing those different organizational aspects is, to some extent, a futile exercise because of the differences between sectors change over time.…”