The fourth section adopts a critical perspective to explore the notion of hybridity in third-sector management systems and processes. Although the theme of hybridity runs through most of the previous chapters, it is in this section that empirical data is gathered on how it is enacted by organizations. Both chapters provide accounts of the tensions and conflicts that emerge between actors that endeavour to generate social change.
Haugh, H. (2011), "Introduction to Section 4: Hybridity", Hull, R., Gibbon, J., Branzei, O. and Haugh, H. (Ed.) The Third Sector (Dialogues in Critical Management Studies, Vol. 1), Emerald Group Publishing Limited, Bingley, pp. 231-233. https://doi.org/10.1108/S2046-6072(2011)0000001024
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