David Billis and Colin Rochester: Handbook on Hybrid Organisations

Julie Langer

doi:10.1515/npf-2021-0005

Abstract

David Billis and Colin Rochester: Handbook on Hybrid Organisations

Highlights

While defined from slightly different perspectives over the course of the book, in general, hybrid organizations can be understood as, “those organizations that retain their prime adherence to the principles of one of the three sectors but have
The story that is emerging in the literature on hybrid organizations, and in this edited volume in particular, is one in which actor agency and institutional control intermingle in the unfolding tale of hybrid organizations
This narrative does not deviate completely from early studies of sector distinctions based on ownership and funding (Wamsley and Zald 1973), prime beneficiaries (Blau and Scott 2003) organizational characteristics (Dahl and Lindblom 1953) or authority structures (Bozeman 1987; Perry and Rainey 1988). It moves the discussion forward by recognizing the place of increasingly empowered individuals and their organizations in what has historically been seen as an institutionally defined world. This edited volume organizes the discussion of hybridity by sectors with Part I highlighting these concepts against the backdrop of the public sector, Part II the private sector and Part III the third sector

Summary

Introduction

While defined from slightly different perspectives over the course of the book, in general, hybrid organizations can be understood as, “those organizations that retain their prime adherence to the principles of one of the three sectors but have. This edited volume organizes the discussion of hybridity by sectors with Part I highlighting these concepts against the backdrop of the public sector, Part II the private sector and Part III the third (i.e., nonprofit) sector.

Results

Conclusion