Hybrid organizations
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2010
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This paper seeks to present hybrid organizations as configurations that result from change processes and preserve for a long time, in the same organizational locus, certain distinct strategic, organizational and cultural features which originate from the matrices that formed the organization and may sometimes be antagonistic. We believe that, in addition to drawing attention to a relevant, yet poorly studied, phenomenon, this paper makes three other contributions: first, by enriching the concept of hybrid organizations; second, by revealing the dynamics underlying this phenomenon; and third, by identifying the opportunities and challenges that this phenomenon poses to researchers and executives. The paper is structured as follows: in the second section (following this introduction), the concepts of hybridity and hybrid organization are presented based on existing literature, and a basis for a review and expansion of the hybrid organization concept; in the third section, the expanded concept of hybrid organization is outlined with a list of its causes, expressions and consequences; finally, in the fourth section (conclusion), a few opportunities and challenges that this concept poses to researchers and executives are presented.