Abstract
Literature on performance management in hybrid organisations remains lacking, even though they increasingly are providing public services. This study created new knowledge on performance management in hybrid organisations by answering a question that addressed what kinds of challenges are in hybrid organisation’s boundary-crossing performance dialogues. Boundary-crossing performance dialogues here refer to performance management discussions between representatives of public and private sector organisations forming the hybrid. To answer the proposed question, a case study approach based on interviews and documents was chosen. Using inductive content analysis, the study identified several challenges that occurred during the boundary-crossing dialogues. This contributes to existing research on performance management in hybrid organisations. For practitioners, the results provide insights for tackling the specific problems of performance management in hybrid organisations.
Highlights
Hybrid organisations increasingly are providing public services (e.g., McGuire 2002; Christensen and Laegreid 2011)
That traditional entity-based performance management systems are inadequate in hybrid organisations and, performance management systems based on inter-organisational collaboration are being adopted by these types of organisations (Agostino and Arnaboldi 2018)
Using the performance dialogues to understand goal incongruence between the organisations comprising the hybrid organisation can be very beneficial to the success of performance management
Summary
Hybrid organisations increasingly are providing public services (e.g., McGuire 2002; Christensen and Laegreid 2011). One way to create inter-organisational collaboration in performance management is to use dialogue that engages all necessary actors in developing an organisation’s performance (Agostino and Arnaboldi 2015). Boundary-crossing performance dialogues here refer to performance management discussions between representatives of public and private sector organisations operating in the hybrid; this definition of boundary-crossing dialogues was borrowed from the work of Rajala and Laihonen (2019). Rajala et al (2018) have studied performance dialogue problems in both hybrid and public organisations, they did not identify challenges of hybridity in boundary-crossing performance dialogues within hybrid organisations. By identifying several challenges that occurred in hybrid organisations’ boundary-crossing performance dialogues, we contribute to conversations addressing performance dialogue and performance management practices in hybrid organisations (e.g., Hodges 2012; Rajala et al 2018).
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