Towards a theory of hybrid organizations

David Billis

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Nonprofit Sector and Volunteering Public Policy and Administration Research Management and Organizational Studies

Abstract

This part develops a similar model for the third sector.Reflecting on previous research it is suggested that the archetypal characteristics of the Third Sector Organization (TSO) are most closely found in the associational form of organization.A new approach to membership and ownership leads to a re-evaluation of the role of some paid staff in the association.3. The third, pivotal level proposes a 'principal sector' hypothesis which is intended to resolve the paradox of strong sectors in the midst of the growth of hybrid types.The centrepiece of this part is a model of sectors and their hybrid zones.4. The final level of analysis considers the nature of hybridity in the third sector.In order to do this, the concepts of 'shallow ', 'entrenched', 'organic' and 'enacted' hybrids are introduced.5.The chapter concludes with a summary and a few thoughts as to how this approach to hybridity might prove helpful in thinking about the agenda of issues from Chapter 1.

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References

2000Bowling alone: the collapse and revival of American community 1995Managing Legitimacy: Strategic and Institutional Approaches 2000Bowling alone 1948The Theory of Social and Economic Organization.1993Economics, Organization and Management.1973Objective Knowledge, an Evolutionary Approach.2000The Ownership of Enterprise 2006The Oxford handbook of public management

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