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Having It Both Ways: Managing Contested Market Money in a Civil Society Organization

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Managing Hybrid Organizations

Abstract

This chapter deals with the general issue of how hybridity in general and contested money in particular can be managed by hybrid organizations. The authors draw on a longitudinal case study of IOGT-NTO, a Swedish temperance association that raises most of its income through its own market-based lottery. Weighing the benefits of controlling the lottery against the legitimacy risks of being responsible for its operations (in light of risks of gambling addition), IOGT-NTO portrays the lottery as an actor, an organization of its own. However, in reality, the lottery is a department in the association. Following this strategy, the organization seeks to have it both ways.

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Notes

  1. 1.

    A total of 28% of US$1.6 million in 1985 and 74% of US$9.5 million in 2013. In 2013, income from the lottery totaled close to US$7 million, with the remaining approx. US$2.5 million coming from a mix of for-profit, public, and civil society sources.

  2. 2.

    See, for example, minutes from the bi-annual meeting, 1991.

  3. 3.

    The federation encompasses three additional organizations (NBV—a temperance movement adult education association, UNF—a youth temperance association, and Junis—an IOGT-NTO organization for children).

  4. 4.

    The appropriateness of the income derived from the lottery is also discussed in many of the interviews.

  5. 5.

    The topic was also discussed in some of the interviews, for example, former chair of the board, IOGT-NTO; former general secretary, IOGT-NTO; and CEO, Million Lottery.

  6. 6.

    See, for example, DN 2017-12-05, 2018-01-03.

  7. 7.

    For example, minutes from bi-annual meetings; interview with chair of the board, IOGT-NTO.

  8. 8.

    Legally, IOGT-NTO and the Million Lottery are one and the same organization, that is, registered under same name and organization number (IOGT-NTO/Miljonlotteriet, 802001-5569).

  9. 9.

    Interview with CFO, IOGT-NTO.

  10. 10.

    Interview with board member, IOGT-NTO. A similar statement was made in the interview with the deputy general secretary, IOGT-NTO. On a related note, at one time in the interview, Million Lottery’s CEO calls the lottery board a “delegation”.

  11. 11.

    Interview with CEO, Million Lottery.

  12. 12.

    Interview with CEO, Million Lottery.

  13. 13.

    Interview with deputy general secretary, IOGT-NTO.

  14. 14.

    IOGT-NTO’s directive to the Million Lottery, 2014: 1.

  15. 15.

    For example, interview with deputy general secretary, IOGT-NTO.

  16. 16.

    Interview with former general secretary, IOGT-NTO.

  17. 17.

    For example, interview with former general secretary, IOGT-NTO.

  18. 18.

    Interview with board member representative, IOGT-NTO.

  19. 19.

    Interview with the deputy general secretary, IOGT-NTO.

  20. 20.

    Interview with deputy general secretary, IOGT-NTO.

  21. 21.

    For example, interview with chair of the board, IOGT-NTO; Annual Report, 2003–2004; protocol from bi-annual meeting, 2011; Annual Report, 2011.

  22. 22.

    Interview with chair of the board, IOGT-NTO.

  23. 23.

    Interview with the deputy general secretary, IOGT-NTO.

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Correspondence to Ola Segnestam Larsson .

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Segnestam Larsson, O., Alexius, S. (2019). Having It Both Ways: Managing Contested Market Money in a Civil Society Organization. In: Alexius, S., Furusten, S. (eds) Managing Hybrid Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-95486-8_5

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