Employing a configurational approach we explore how “hybrid context” shapes organizations’
adoption, and performance implications, of management practice. We do because hybrid
contexts have been a policy aim of many governments seeking to blurr the distinction
between the public, private and not-for-profit sectors. To conceptualize ...
Employing a configurational approach we explore how “hybrid context” shapes organizations’
adoption, and performance implications, of management practice. We do because hybrid
contexts have been a policy aim of many governments seeking to blurr the distinction
between the public, private and not-for-profit sectors. To conceptualize hybrid contexts we
employ the dimensions of market authority and (the multiple) political authority. Employing
data from UK care homes, our findings suggest that: (i) the adoption, and performance
effects, of management practices are conditioned by dimensions of hybrid context; (ii) there
is significant variation across the configurations in terms of the mix of management practices
that lead to high and low performance; and (iii) there is a high degree of symmetry between
high and low performance, with good management practices being a necessary condition for
high performing as compared to low performing organizations.