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 17: Third sector hybrid organisations: two different approaches

Adalbert Evers


Debates often evolve around central topics and labels that have a conjuncture. For more than a decade, ‘hybrids’ and processes of ‘hybridisation’ have been such a topic. Beyond the sphere of academic research this topic has reached some popularity as a background notion in the debate on social enterprises and social entrepreneurship (The Economist, 2009; European Business Review, 2013). And in this context there has been a move from an earlier conceptual stage to contributions on procedural and organisational questions (see the overview in Doherty et al., 2014). This chapter, however, focuses on conceptual issues. The main reason is that the conceptual debate about hybrids and hybridisation has pushed aside some dimensions of hybridity that could allow for a broader perspective than one in which hybridisation in practical and political terms is narrowed down to issues of social entrepreneurship. It will be argued that there are two very different concepts of hybridity that exist separately, each of them pointing in a different direction for research and practice.

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