Handbook on Hybrid Organisations
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Handbook on Hybrid Organisations

Edited by David Billis and Colin Rochester

Hybrid Organisations – that integrate competing organisational principles – have become a preferred means of tackling the complexity of today's societal problems. One familiar set of examples are organisations that combine significant features from market, public and third sector organisations. Many different groundbreaking approaches to hybridity are contained in this Handbook, which brings together a collection of empirical studies from an international body of scholars. The chapters analyse and theorise the position of hybrid organisations and have important implications for theory, practice and policy in a context of proliferating hybrid forms of organisation.
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Chapter 9: Bridging public and private innovation patterns

Lars Fuglsang and Jørn Kjølseth Møller

Abstract

In this chapter we develop a framework for analysing the challenge of dealing with innovation in hybrid public services. The main objective of the chapter is to analyse how hybridity can lead to innovation. Hybrid organisations are defined by the literature as organisations that combine multiple organisational identities and forms (Battilana and Lee, 2014), multiple institutional logics (Jay, 2013; Battilana and Lee, 2014) or sector principles (Billis, 2010). For the purpose of this chapter we define hybrid organisations as organisations that combine two or more institutional logics. An institutional logic is a socially constructed pattern of cultural symbols and material practices by which individuals and organisations provide meaning to their daily activity (Thornton et al., 2012, p. 2). For organisations, logics may translate into organisational ‘principles’ (Billis, 2010) or rules of the game. In this chapter we use logics and principles as almost interchangeable concepts but for us the overarching phenomenon is logics. The example of hybridity we analyse in this chapter is the growing ‘servitisation’ of public services. Servitisation we understand as a new institutional logic that leads public services to emphasise user-centric innovation approaches. Servitisation and the user-centric logic represent a move towards market sector principles and therefore an increase in sector hybridity.

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