Search results

The purpose of this paper is to investigate analytically the steady general three-dimensional stagnation-point flow of an aqueous titania-copper hybrid nanofluid past a circular cylinder that has a sinusoidal radius variation.

First, the analytic modeling of hybrid nanofluid is presented, and using appropriate similarity variables, the governing equations are transformed into nonlinear ordinary differential equations in the dimensionless stream function, which is solved by the well-known function bvp4c from MATLAB.

The current solution demonstrates good agreement with those of the previously published studies in the special cases of regular fluid and nanofluids. Graphical results are presented to investigate the influences of the titania and copper nanoparticle volume fractions and also the nodal/saddle indicative parameter on flow and heat transfer characteristics. Here, the thermal characteristics of hybrid nanofluid are found to be higher in comparison to the base fluid and fluid containing single nanoparticles. An important point to note is that the developed model can be used with great confidence to study the flow and heat transfer of hybrid nanofluids.

Analytic modeling of hybrid nanofluid is the important originality of present study. Hybrid nanofluids are potential fluids that offer better heat transfer performance and thermophysical properties than convectional heat transfer fluids (oil, water and ethylene glycol) and nanofluids with single nanoparticles. In this investigation, titania (TiO₂, 50 nm), copper (Cu, 20 nm) and the hybrid of these two are separately dispersed into the water as the base fluid and analyzed.

The purpose of this paper is to find a new conception of hybridity to set ground for further systematic research. The concept of hybrid organisations is used in many ways. This leads to confusion among scholars and the term of hybridity appears to be meaningless and useless for research and practice.

In this explorative research design, the authors conducted 11 interviews with managing directors and managers of hybrid organisations in four different countries across Europe.

Each and every organisation is hybrid but to different degrees and with different patterns. It is important to measure hybridity to give value to the term of hybrid organisations. According to input, process and output dimensions, the authors could classify possible dimensions of hybridity measurement within organisations.

The developed cube model serves as a new point of departure for hybrid organisation research and helps to build analytical types of hybrid organisations. The research has been highly explorative, and the limited number of cases researched leads to the requirement of further validation on a broader basis. In addition, the still rather conceptual state of the cube model will need further validation by means of a set of hybridity indicators.

The paper presents a way to deal with the question about what hybridity exactly is and whether hybridity is a term that has an analytical value. It also provides the first attempt to connect more analytical meaning to the concept of hybridity by suggesting an approach to concretely measure it.

As complex, intractable social problems continue to intensify, organizations increasingly respond with novel approaches that bridge multiple institutional spheres and combine forms, identities, and logics that would conventionally not go together, creating hybridity. Scholarly research on this phenomenon has expanded in tandem, raising questions about how the concept of organizational hybridity can maintain analytical clarity while accommodating a diverse range of empirical manifestations. Reviewing and integrating extant literature, the authors argue that to achieve both analytical rigor and real-world relevance, research must account for variation in how hybridity is organizationally configured, temporally situated, and institutionally embedded. The authors develop a framework that captures this heterogeneity and discuss three key implications for hybridity research: drawing on multiple theoretical lenses, examining varied empirical contexts, and adopting multi-level and dynamic perspectives.

This chapter identifies assumptions, conceptual issues and challenges in the literature on hybrid organizations that draws on the institutional logics perspective. The authors build on the existing literature reviews as well as on an analysis of the 10 most cited and 10 most recently published articles at the intersection of hybrid organizations and institutional logics. The authors further draw from the literature on theory construction and theory development and growth to strengthen our analysis of this body of work and reflect upon future theoretical developments. From this analysis, the authors highlight four challenges to current research on organizational hybridity with an institutional logics lens and develop four suggestions to inspire future research. In doing so, they aim at seeding a more nuanced use of the institutional logics perspective and thereby foster the development of innovative and cumulative theory and empirical research on organizational hybridity.

The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations.

The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016.

The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals.

The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop.

Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery.

Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.

Hybrid organizations face particular challenges and opportunities due to combining different logics within one organizational structure. While research on hybrid organizing has advanced considerably our understanding of how these organizations can cope with such tensions, institutional theory suggests that organizational legitimacy and success will also depend on processes that take place at the field level. We connect these two perspectives to examine how field hybridity influences organizational legitimacy. Specifically, we consider both a field’s maturity and its degree of hybridity as two important variables that determine the effects that field hybridity has on organizational legitimacy. Drawing from extant research and leveraging our empirical work in the fields of microfinance, social entrepreneurship and impact investing to provide illustrative examples, we propose a framework that considers both positive and negative effects of field hybridity on organizational legitimacy. We contribute to the literature on hybrid organizing in two ways. First, we show that hybrid organizations face different challenges and opportunities depending on the stage of development and degree of hybridity of the field they operate in. Second, we suggest that the effects of field hybridity on organizational legitimacy can be understood as trade-offs that organizations need to understand and approach strategically to leverage opportunities and mitigate challenges.

Purpose: This chapter aims to study the organizational challenges that arise from a hybrid character of organizations. Using a taxonomy of hybridization, based on the societal triangle, we provide a more comprehensive understanding of challenges that different archetypes of hybrid organizations face. This research focuses on enterprises providing private goods. Methodology/Approach: First, a taxonomy of hybridity is introduced based on the societal triangle of state, market, and society. Based on a literature search, we selected 75 articles to determine the main organizational challenges for the four hybrid archetypes. The organizational challenges are clustered in five themes: mission and balancing divergent goals, leadership, hiring and employee involvement, accounting and financial issues, and future outlook. The themes are discussed with 17 case organizations including social-oriented enterprises (SEs), as well as profit-driven enterprises that have moved toward different levels of hybridity. Findings: Our findings emphasize that different kinds of hybrid organizations face different kinds of challenges but also handle them differently. For SEs, the main challenges are related to financial value creation and future outlook, while for profit-oriented enterprises, the main struggles are related to leadership, employee involvement, and balancing divergent goals. Research Limitations/Implications (if applicable): This study is of an explorative nature, focusing on four hybrid archetypes and using broadly defined themes. Future research could involve all hybrid archetypes and define the challenges more succinctly. Originality/Value of Paper: Hybrid enterprises are usually classified according to typologies based on at least two different ways of thinking (“logics”). This paper uses a taxonomy based on the societal triangle which brings analytical clarity when defining hybridity and identifying challenges. Next to that we discuss organizational challenges with 17 organizations from different hybrid archetypes. The results show that depending on the archetype, organizations face different challenges and also handle these challenges differently.