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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.

As hybrid organizations become increasingly common, the authors observe that some hybrid forms are becoming institutionalized and legitimated. The authors explore the implications of the institutionalization of hybridity, addressing both the internal tensions that plague many hybrids and the external tensions stemming from evaluator assessments and stakeholder uncertainty. The authors propose that institutionalization can dampen internal tensions associated with hybridity and also facilitate legitimation and acceptance by external audiences. The authors present identity as a useful theoretical lens through which to examine these questions, as identities are born from, but also have the potential to modify, existing institutional arrangements. The authors present directions for future research at the juncture of identity, hybridity, and institutionalization, suggesting potential avenues of inquiry in this productive stream of research.

Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology, increased pressure for economic profitability, and economic concern create an environment where a focus on global team effectiveness is imperative. This study provides greater clarity on the workings of global hybrid team effectiveness including an examination of accelerators and decelerators. It also proposes a new model of Global Working behaviors to be applied systematically to all McKinsey 7-S areas – Strategy, Structure, Systems, Shared Values, Style, Skills, and Staff – in order to accelerate global hybrid team effectiveness.

The growing literature on complementarities has drawn attention to how the effects of different organizational structures, practices, and institutions are interdependent. Rather than one best way of organizing, complementarities suggest that the effectiveness of one organizational element may be dependent on the presence or absence of another particular element. Consequently, organizational arrangements often display “multiple equilibria” or what is known as equifinality, whereby multiple pathways may lead to the same or similar outcomes. While being a source of theoretical innovation, the configurational nature of complementarities has posed a number of challenges. This chapter reviews the emerging literature on complementarities to identify a series of conceptual challenges related to understanding complementarities as organizational configurations, and examines the methodological challenges in studying how such elements combine to produce joint effects on performance. The chapter argues that new set-theoretic methods using Qualitative Comparative Analysis (QCA) may present a very useful methodological alternative to studying complementarities. The chapter illustrates this potential by re-analyzing past work by Aoki, Jackson, and Miyajima (2007) on relationships between ownership structure, board structure, and employment practices of listed firms in Japan to show evidence of complementarities associated with hybrid configurations that combine market and relational forms of organization.

Hybrid forms of international criminal justice have been lauded for combining the political and procedural legitimacy of international tribunals with increased attention to the local contexts where mass crimes occurred. This work critically examines the hybrid legal structure of the Special Court for Sierra Leone, a novel post-conflict institution empowered to draw from both international and Sierra Leonean law. Although formally hybrid, the Court neglects domestic law in practice, suggesting that “hybridity” refers more to a rhetorical strategy aimed at legitimating its work than to its ontological status. By symbolically including and substantively excluding domestic law, the court's legal structure inadvertently resembles a colonial form of legal pluralism rather than a hybrid jurisdiction.

The purpose of the chapter is to engage with the relationship between the gift and the market in the context of philanthropic micro-lending. We seek to move beyond theorizing separate, ex-ante gift or market regimes and transactors who independently navigate between oppositional modes of transaction.

We turn to recent efforts of hybridizing charity and venture finance, exemplified by microfinance platforms such as Kiva.org. We combine data from an existing study of Kiva and its online community, with additional participant observation and third-party accounts detailing the evolution and workings of microfinance.

We illustrate how market-like elements are productively and problematically deployed in philanthropic giving and address the need to consider a broader range of socio-material relations involved in the framing of transactions.

A complex network of actors and (trans)actions needs to be assembled for the philanthropic loan to be enacted. We touch upon the making and role of the socio-material devices that actively participate in such enactment only tangentially. Further research is needed to flesh out the respective transaction complex, taking additional note of the work of borrowers, local loan officers, and other less visible actors.

Organizations need to recognize and creatively address the complex interplay of gift and market elements. They need to pay attention and take advantage of the tensions and synergies emergent in hybrid gift-market contexts.

We engage with a complex, less studied transaction context. The chapter shows that philanthropic gift relations can be reproduced through market-like elements and arrangements. Such production entails complex socio-material networks mobilizing a broad array of human and nonhuman actors.