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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.

The purpose of this study is to explore the role of professional and leader identity and the maintenance of identity, through identity work as IT professionals transitioned to a permanent hybrid role. This study therefore contributes to the under-researched area of permanent transition to a hybrid role in the context of IT, where there is a requirement to enact both the professional and leader roles together.

The study utilised a longitudinal design and two qualitative methods (interviews and reflective diaries) to gather data from 17 IT professionals transitioning to hybrid roles.

The study findings reveal that IT professionals engage in an ongoing process of reconciliation of professional and leader identity as they transition to a permanent hybrid role, and they construct hybrid professional–leader identities while continuing to value their professional identity. They experience professional–leader identity conflict resulting from reluctance to reconcile both professional and leader identities. They used both integration and differentiation identity work tactics to ameliorate these tensions.

The longitudinal study design, the qualitative approaches used and the unique context of the participants provide a dynamic and deep understanding of the challenges involved in performing hybrid roles in the context of IT.

Public sector reforms of recent decades in Europe have promoted managerialism and aimed at introducing private sector thinking and practices. However, with regard to public sector executives’ self-understanding, managerial role identities have not replaced bureaucratic ones; rather, components from both paradigms were combined. In this chapter, we introduce a bi-dimensional identity approach (attitudes and practices) that allows for different combinations and forms of hybridity. Empirically, we explore the role identities of public sector executives across Europe, building on survey data from over 7,000 top public officials in 19 countries (COCOPS survey). We identify country-level profiles, as well as patterns across countries, and find that administrative traditions can account for these profiles and patterns only to a limited extent. Rather, they have to be complemented by factors such as stability of the institutional environment (indicating lower shares of hybrid combinations) or extent of reform pressures (indicating higher shares of hybrid combinations).

This article is drawn from doctoral research exploring the identity struggles faced by professionals who take on management and leadership roles. The research focused on the experience of medical directors – the most senior doctor‐manager with board responsibility for medical affairs. Based on the fact that a medical director is a hybrid manager this research has implications for any professional who takes on a managerial or leadership role while continuing to practice their profession. Some challenges of working as a hybrid are associated with the difference in orientations between professionals and managers. While the notion of who and what a professional is has changed and new forms of accommodation have been forged the hybrid identity remains a site of potential conflict for the individual and those they work with. The purpose of this paper is to explore the experience of the hybrid identity.

The experience of the hybrid identity is explored through social identity theory (Tajfel and Turner).

The analysis reveals that the medical director role is ambiguous, that medical identity is robust and that medical management is difficult compared to clinical work. Managerial identity in general is constructed negatively and from the perspective of doctors. The importance of maintaining clinical credibility is both embraced as a resource which bolsters and maintains medical identity and so distinguishes medical directors from the taint associated with the pejorative managerial identity that doctors construct of managers.

The implications for the selection, training and development of doctors and medical directors are raised as are those for the relationship between doctors and patients, and doctors and the organisation. Some implications identified, specifically for leadership in practice are as follows: leadership/management is challenging and difficult compared to professional work; language use is significant for how leaders are perceived; language use has implications for leader effectiveness; early exposure to leadership for professionals is important; and leadership role definition is important for consistency and role credibility.

This study aims to examine member attachment in hybrid identity organizations (HIOs), assessing the distinct effects of identification with respect to two elements (normative and utilitarian) of a hybrid’s identity. Specifically, the author explored how such dual identifications influence commitment and exit/voice/loyalty.

To distinguish the effects of the two identities, the author used the mechanism of identity congruence – the gap between identity perceptions and expectations – as an analog of identification. The models of identity gap, commitment and exit/voice/loyalty were examined via a survey of agricultural cooperative members.

Both the social and economic forms of identity gap were significantly related to commitment and exit/voice/loyalty. In addition, commitment mediated the relationship between identity gap and exit/voice/loyalty.

The results demonstrate the distinctive effects of the dual identities and reinforce the importance of delineating such differences when examining identification in hybrid organizations.

Managers should recognize the duality inherent in hybrid organizational identification and understand the potential for different outcomes stemming from the separate identities.

This study represents the first quantitative examination of an integrated model of dual identification and commitment in HIOs. It is also unique in exploring the exit/voice/loyalty framework as a consequent of identification.

Hybrid ventures are on the rise, both in practice and in scholarly circles. Despite this momentum, there is a paucity of inter-organizational research on hybrid ventures. Such research is necessary to substantiate a prevailing belief about hybrid entrepreneurs: namely, that they are actively changing the world. Highlighting three “innovations” that hybrid entrepreneurs and their ventures bring to organizational fields – (1) a hybrid identity, (2) a hybrid organizational form, and (3) a hybrid logic – this chapter identifies inter-organizational research questions and scholarly conversations that may be capable of evaluating whether hybrid entrepreneurs are indeed “agents of change.”

We explore a case example of hybridity between a large worker-owned cooperative and a union through three lenses: organizational forms, multiple institutional logics, and organizational identity. We delineate three types of organizational hybridity: (1) stretching an existing organizational form; (2) creating a new organizational form; and (3) and retaining multiple discrete organizational forms in a common venture. The cooperative–union hybrid shares members from the two contributing organizations, and so can be classified as a matrix sub-form of multi-organizational hybridity. This study describes how the coop-union hybrid manages the multiple logics and identities retained from both contributing organizations. It considers the hazards of combining these logics and identities, and offers some suggestions on how to avoid potential difficulties. Finally, given the complexity and inefficiencies of the matrix form, we explore whether matrix hybridity is a transitional or permanent form in this particular instance of a cooperative–union venture.

The purpose of this paper is to define the identity, city identity and architectural identity; to review, analyze and synthesize different pieces from literature to explore and define the factors that shape the city identity; to define the strategies of hybridization process that can be used to re-locate (re-define) the city identity; to examine the most effective factors that shape the identity of Amman city from various perspectives, to examine the relationships/interrelationships between all the factors that shape any city identity from the designers’ perspective, finally, to apply the strategies of hybridization process to re-locate (re-define) Amman’s city identity.

This research used two research methods to collect data as follows: literature review, content analysis and face-face questionnaire. Descriptive statistics were used to examine the most effective factors that shape the Amman’s identity from different perspectives. The Pearson product-moment correlation coefficient (Pearson r) was computed to assess the relationships between all factors that shape the identity of any city from the perspective of Jordanian designers and experts.

This research concluded that the factors that shape the city identity are cultural factors (socio-cultural, historical, economical and globalization factors), environmental factors (geographic, climate and building materials factors) and urban and architectural factors (spatial design organization, architectural style, open spaces and parks, urban structure factors). Additionally, the six urban development factors that responsible for the hybridization process in a city are new architectural typology and new special configuration, urban edges and hybrid textures, public hybridization open spaces, roads highway-scapes, urban redevelopment through super sites by star architects and downtown urban developments. This research found that there are different perspectives about the definition and factors that shape the identity of Amman’s city because of differences in cultures, experiences, knowledge, education level and personal preferences. The city identity is not a constant concept. It is changed according to time, place, people, culture, global trends, economic status and experience. Moreover, the correlation results revealed that the relationships/interrelationships between all the factors that shape the identity of any city have strong/very strong positive linear associations and significant relationships (r > 0.89).

Greater Amman Municipality (GAM) should provide a vision to redefine the identity of Amman city and control over the development pressure, built form and image of the city. This vision should be based on research, analysis and adoption of the most effective road map. GAM and all stakeholders should establish and enforce using specific architectural styles, urban design guidelines, building codes, policy tools and land use regulations to re-define the city identity. GAM should review, assess, approve and supervise all development projects through all design and construction phases especially in sensitive areas. GAM should focus on building capacity, empower its architects and planners, and re-organize (re-structure) their units and administrations especially planning and licensing departments to improve the city image and guide development. This research recommended that architects should design new, diverse and innovative architectural concepts, typologies and spatial configurations. Rapid development and new edges should be planned, designed and managed from the parts to the whole. The heterogeneous landscape and everyday activities will improve the vitality of urban and open public spaces and form of public culture. Architects and star architects ought not to make a clear and sharp separation between old and new development, architectural styles and typologies. Architects and urban designers ought to design hybrid physical urban environments, urban morphology, urban multi-functional activities, mix-use buildings, open spaces for social life, street patterns and furniture, squares, architectural style and typologies, spatial connectivity, green spaces and landscape entities. The designers and planners should consider how to create a city for living, working and recreation.

This research defined the identity, city identity, architectural identity and the factors that may shape the city identities. This research proposed and used the hybridization process as a tool to re-locate (re-define) the identity of Amman city and any city to be more obvious. Additionally, this research examined the relationships/interrelationships between the factors that shape the city identity.

The aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy change. This paper offers a theory on identity reflexivity as a cognitive mechanism of strategy change in the context of organizational hybridity.

The authors draw on a 2-year ethnographic study at a Dutch social housing association dealing with the process of strategy change. The empirical data comprises of in-depth semi-structured interviews, ethnographic observations as well as secondary sources.

Conflicting identities at the organizational level influence heuristics at the individual level, since members tend to identify with their department's identity. Despite conflicting interpretations, paths of cognitive shortcuts – that the authors define as internal and external identity reflexivity – are shared by the conflicting identities.

The findings of this research are subject to limitations typical of a qualitative case-study, such as possibly being context dependent. The authors argue that this research contributes to the understanding of how individual heuristics relate to organizational heuristics, and suggest that the process of identity reflexivity can contribute to the alignment of conflicting identities enabling strategy formation in the context of a dual-identity organization.

Understanding how managers with conflicting identities achieve agreements is important to help organizational leaders to pursue sustainability-oriented strategy change.

Given the pressure experienced by mission-driven organizations to integrate multiple sustainability demands in their mission, understanding managers' decision-making mechanism when adapting to new, often conflicting, sustainability demands is important to accelerate societal sustainability transitions.

This paper addresses the process of new strategy design in the context of a socially driven business. This context fundamentally differs from the one addressed by the existing heuristics literature with respect to organizational environment and role, and specific competing demands.

The purpose of this paper is to explore perceptions and lived experiences of Sierra Leonean chartered and aspiring accountants, vis-à-vis their professional identity with a particular focus on two elements of postcolonial theory, hybridity and diaspora.

A qualitative methodological framework was employed. Semi-structured interviews were conducted with 18 participants about their perceptions of their professional identity and their professional experiences both within and outside Sierra Leone.

The current professionalisation process is conceptualised as a postcolonial third space where hybrid professional accountants are constructed. Professional hybridity blurs the local/global praxis being positioned as both local and global accountants. Participants experience difficulty “fitting into” the local accountancy context as a consequence of their hybridisation. As such, a diaspora effect is induced which often culminates in emigration to advanced countries. The paper concludes that although the current model engenders emancipatory social movements for individuals through hybridity and diaspora, it is nonetheless counterproductive for Sierra Leone’s economic development and the local profession in particular.

This study has significant implications for understanding how the intervention of global professional bodies in developing countries shapes the professionalisation process as well as perceptions and lived experiences of chartered and aspiring accountants in these countries.

While extant literature implicates the legacies of colonialism/imperialism on the institutional development of accountancy (represented by recognised professional bodies), this paper employs the critical lens of postcolonial theory to conceptualise the lived experiences of individuals who are directly impacted by such institutional arrangements.