Hybrid governance, organsation and society book content slides

1. New title on hybrid value creation. Hybrid
governance, organisation and society.
• Types of value creation, levels of value creation
• Geographical coverage: Europe (Austria, Finland, Italy,
Netherlands) South-America (Brazil) and Asia (China, Japan)
• Topical examples: Social enterprises, State-owned
enterprises, Social service organisations, Project organisations,
Pension governance, Higher education institutions
• Postscript offered by professor Barry Bozeman
• ISBN Hardback: 978-0-367-22211-6
eBook: 978-0-429-28624-7

2. Three main types of value creation in
hybrids (Vakkuri & Johanson 2020)
• Mixing. The aim of generating novel variants of
value create new combinations based on existing
values. These combinations may evolve “by design”
or “by default”
• Compromising. Reconciliation of the different,
competing value creation logics through
compromises. This requires solving of grievances
among the interacting parties
• Legitimizing. Hybrids may be used for harvesting
legitimacy for value creation. There are both
constraints from external audiences as well as
opportunities for hybrids to benefit from the
multiplicity of audiences

3. Hybrid value creation is a
game
• Think of a game of Scrabble
• Individual letters have value, but it is realized
only when you are able to place letters on the
board
• Sometimes you augment the value of your words
just by supplementing existing ones on the board
(mixing)
• Sometimes you need to make compromises with
your co-players on the suitable words
(compromising)
• Sometimes you need to consult a dictionary
(legitimizing)

4. Governing State-owned
enterprises (SOE) in Brazil
(Fontes-Filho & Carris-Almeida 2020)
• The separation of community interests and those of the others ”house
and the street” is a feature of Brazilian folklore and culture
• SOEs are a mean to integrate fragmented interests
• SOEs function as remedies for political conflict
• SOEs represent mixing of values that would otherwise be missing

5. Nested hybridity in higher education (Pekkola,
Pinheiro, Geschwind, Siekkinen, Carvalho & Pulkkinen 2020)
• The forcefield with multiple frontiers and
uncertain results ”Russian doll”
• Competition over preferred type of public value
at the top
• Competition over favoured professional values at
the bottom
• Robustness through fragmentation between
levels
• The value of knowledge generation depends
upon the type of production regime

6. Hybrid governance of
bike sharing in China
(Xu & Lu 2020)
• Some 20 enterprises launched sharing of about 20 million
bikes in China in 2017
• Public encouragement of private provision of bike sharing
• The problem of storage, repair, reuse and disposal of
defunct bicycles
• The implications for urban sustainability and protection
of the environment

7. Projects as hybrids (Godenhjelm & Sjöblom 2020)
• Temporally-bound organisations have the
potential to integrate different type of actors
together across institutional and organizational
boundaries
• Trust building, shared learning and adaptation to
changing conditions are possible values
• On the downside lessons learned from other
participants might be lost due to an inability to
incorporate new practices into one’s own
organisation
• The value of connecting people and
organisations together is a value in itself

8. Performance
measurement in social
services in Italy (Campanale, Cinquini
& Grossi 2020)
• Taking care of vulnerable people whose voice does not reach
company boardrooms or political decision-making arena in Tuscany, Italy
• Mutual solidarity in managing social services and involving citizen
participation
• The community values of cohesion, mutuality and welfare are present
in performance measurement
• Uneven compromise. The perspective of funders in term of efficiency
and standardisation is largely absent from measurement

9. Boundary object for
understanding value in
social service hybrid in
Finland (Rajala 2020)
• Joint value creation in different
localities makes boundary crossing
activities important in social service
organization
• Boundary objects provide
workable tools to reach
understanding with other parties
• Goals for performance
measurement can function as
boundary objects
• Understanding provides building
ground for compromise

10. Complex value
generating hybrid
arrangements in
Japan (Katoh 2020)
• Case Green fund Akita. Combination of non-profit, business logic and cooperative
ideas in single constellation of actors
• Goals for community revitalization, building of renewable sources of energy and
production of consumer goods
• Integration of versatile and incongruent goals for joint value creation requires
compromises

11. Value in Finnish and Dutch
hybrid pension governance
(Sorsa 2020)
• Convincing stakeholder groups of institutional
stability of the arrangements requires legitimation
• How actors solve disputes through justified
actions?
• The analysis points out that hybrids can
legitimate both broader and more restricted value
than conventional institutional arrangements
• The legitimation might originate from external
and internal sources

12. Measurement of value
in Austrian universities
(Habersam, Piber & Skoog 2020)
• The introduction of measurement of knowledge assets
• A change from espousing civic and community values to embracing
business ideas
• The perceptual change in seeing academic work as production of market
value resulting in a more careful measurement of other aspects of
academic activity. Is the legitimation intended?

13. Value creation
opportunities and risks
in hybrid governance
(Karré 2020)
• “Heads and tails”. The opportunities of hybrids should be weighed
against emerging risks
• There are financial, cultural and political risks and opportunities for
value creation in hybrid organisations
• Interface between public and private sectors (SOEs, Quangos) and
combination of public, private and voluntary action (Social enterprises)
• Hybridity may provide innovation, but at the same time it might
induce goal ambiguity and mission drift
• The legitimation depends upon the weights put on either side of
valuation

14. Levels of hybrid value
creation (Johanson & Vakkuri 2020)
• Hybrids can unite public, private and voluntary actions, but
motivating forces and activity-building engines are attuned to value
creation differently.
• Government value-creation efforts are contrasted with the value-
capturing endeavours of private enterprises and restrictions on
beneficiaries in local communities.
• Within economy, polity and civil society the value production engines
reside in different levels of analysis
• In hybrid governance you end up mixing combining production
engines of different size and power between vertical and horizontal
levels of governance

15. Value creation in
different areas of society
(Bozeman 2020)
• What value actually is?
• How can we evaluate public value?
• What might be similar or different in public value in public, private and hybrid
organisations?
• The concept of public value needs to be updated to meet the needs of
hybridizing societies

16. Special issues on hybrid value creation to appear in 2020-2021

17. Appeared earlier Governing hybrid
organisations. Exploring the diversity of
institutional life (2017)
Intuitively, organisations can easily be categorised as ‘public’ or ‘private’.
This book questions such a black and white dichotomy between public
and private. These organisations can be found at micro, meso and macro
levels of societal activity, consisting of networks between companies,
public agencies and other entities. The line between these two realms is
increasingly blurred — giving rise to hybrid organisations.
Governing Hybrid Organisations presents an engaging discussion around
hybrid organisations, highlighting them as important and fascinating
examples of modern institutional diversity. The authors put forward a
clear analytical framework for understanding hybrid governance, looking
at strategy and performance management.
ISBN: 9781138655829