Abstract
In this final chapter, we summarize and develop core findings that are illustrated with examples from the empirical case studies of the volume. Three common dilemmas in managing hybrid organization are identified: (1) financing a social mission and the risk of mission drift, (2) overlap in the roles of key stakeholders and the risk of empty governance structures and (3) modernizing a hybrid while cherishing the constitutional hybrid legacy. We argue that organizations that manage to remain hybrids in times of changed institutional conditions have established multivocality, a state where different categories of stakeholders are involved in shared, although sometimes parallel, conversations. The chapter concludes that a state of multivocal conversations can be strengthened by managerial and governance skills in improvisations and versatility.
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Furusten, S., Alexius, S. (2019). Managing Hybrid Organizations. In: Alexius, S., Furusten, S. (eds) Managing Hybrid Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-95486-8_17
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