Abstract
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Hybrid organisations mix the characteristics of state, market and civil society and cannot easily be classified in terms of these categories (Brandsen e.a., 2005). Their growth has been spurred by political trends and fashions like the privatisation, decentralisation and deregulation of public services. As such, they can be expected to be increasingly emerging in countries in Central and Eastern Europe.
Several commentators have pointed to risks of these developments. They have argued that hybridisation will not only result in worse organisational performance, but also affect government’s capacity to correct it, ultimately bringing great financial and social risks into the public sector. The recent government takeover of Freddy Mac and Fanny Mae in the US is a striking example of this. Yet empirical evidence shows that this is not necessarily the case. On the basis of findings collected within a recent research programme conducted within The Netherlands by Radboud University Nijmegen, Tilburg University and The Netherlands School of Public Administration, we note that many hybrid organisations have operated without great problems and even with some benefits. Certain organisational and regulatory conditions appear to be crucial in this respect.
We will develop our argument along three steps. First, we will clarify the definition of hybrid organisations. Although there is a growing wealth of literature on hybrid organisations in various disciplines, the debate about these phenomena has proven to be somewhat confusing. There is a big heterogeneity of forms and definitions, which also differ in various disciplines (cf. Rainey, 1997; Koppell, 2002, Skelcher, 2005). Next, we will identify potential risks and opportunities associated with this type of organisation. There are several suppositions about beneficial and harmful effects, but only some are substantiated by empirical research. It appears that, under certain conditions, the risks may be successfully managed. Finally, on this basis, we will identify future directions for research on hybrid organisations and its potential benefits for CEE countries.
References
- Brandsen, T., W. van de Donk and K. Putters, "Griffins or chameleons? Hybridity as a permanent and inevitable characteristic of the third sector", International Journal of Public Administration, 28 (2005), 9-10, pp. 749-65.
- Brandsen, T., W. van de Donk and P. Kenis (eds.), Meervoudig bestuur: publieke dienstverlening door hybride organisaties, Lemma, 2006.
- Evers, A. et. al., Von öffentlichen Einrichtungen zu sozialen Unternehmen, Edition Sigma, 2002
- Evers, A. and J.-L. Laville, ‘Social services by social enterprises: on the possible contributions of hybrid organizations and a civil society’ in A. Evers and J.-L. Laville (eds.), The third sector in Europe, Edward Elgar, 2004, pp. 237-55
- OECD, Guidelines on Corporate Governance of State-Owned Enterprises
- Skelcher, C., ‘Public-private partnerships and hybridity’ in E. Ferlie et. al. (eds.) Oxford Handbook of Public Management, Oxford University Press, 2005.
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