ADRESSING ANTECEDENTS OF HYBRIDIZATION IN THE PUBLIC SECTOR: An exploratory case study

In this paper, in which we study hybridization from a more structural instead of formalistic viewpoint, we argue that hybridization emerges when different structural and cultural elements, based upon different management views... [ view full abstract ]

In this paper, in which we study hybridization from a more structural instead of formalistic viewpoint, we argue that hybridization emerges when different structural and cultural elements, based upon different management views are embedded within the organization. These elements are based upon the different management views of TPM (Traditional Public Management), NPM (New Public Management) and post-NPM.

First, the reasons why these organizations emerge, remain unclear. Second, these reasons might be somehow interrelated. In this article, we propose two antecedents of hybridization: (1) the degree of the organization’s legal and interventional autonomy and (2) institutional change.

We found that the extent of hybridization is likely to increase in organizations with low levels of legal and interventional autonomy that experience substantial institutional changes. Furthermore, we found substantial indications that the interrelation between these antecedents and hybridization is (1) mediated by the organization’s need for legitimization and (2) moderated by the task environment, which can be predominantly risk, market or non-market-driven. Finally, (3) we found that the need for legitimization is likely to be moderated by organizational slack: organizations with excess capacity experience less incentives to ensure legitimization.

The empirical part of this paper is based upon exploratory case study research in Belgium. Interviewees were 30 public servants, employed at ten public organizations and active at the operational, as well managerial and executive level. The level of analysis is limited to the organizational level.


Key words: Hybridization – NPM – TPM – post-NPM