Changing hybrid organizations by design

Janina Klein, John Amis

Research output: Contribution to journalArticlepeer-review

Abstract / Description of output

Despite continuing interest in the study of hybrid organizations, we lack understanding about the ways in which organizational design can enable or constrain the enactment of multiple institutional logics. Past research has identified two strategies to structure multiple institutional logics inside organizations, differentiation and integration. Differentiation involves structurally separating logics, while integration involves bringing logics together. Both differentiation and integration and, more recently, a combination of the two, have been shown to enable organizations to manage their hybridity in some cases while creating conflict in other cases, leaving the question of more and less effective design options unresolved. Such insights are essential, however, as these will enhance our understanding of how organizations can accommodate potentially conflicting institutional logics and practices effectively. This paper begins to address this gap in our understanding by studying radical organizational change at Pathfinder , a preservation charity. We present and discuss the outcomes of different structural arrangements in terms of Pathfinder’s ability to maintain incompatible institutional logics and practices. Building on our findings, we develop four ideal types of structural arrangements in hybrid organizations and illustrate the utility of these in different institutional settings. Our work thus provides novel theoretical insights into how hybrid organizations can be structured to minimize internal conflict and how organizational leaders can strategically alter hybrid organizations through design."
Original languageEnglish
JournalAcademy of Management Proceedings
Publication statusPublished - 29 Jul 2020


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