Abstract
We examined a new type of hybrid organization—an Israeli private-public organization created during COVID-19 to serve older adults and schoolchildren—and the effects of its hybrid nature on its organizational culture. Using the results of 18 interviews, 10 direct observations, and the insights of Schein’s iceberg model, we determined that the relationships within the organization were characterized by widespread mistrust among members, influenced by the director’s authoritarian and unsupportive leadership style. This case study illuminates the complicated sustainability of the organizational culture in a hybrid organization combining features of adhocracy and bureaucracy. Based on the findings, we make practical and theoretical suggestions for overcoming the weaknesses of hybrid organizations.
| Original language | English |
|---|---|
| Article number | 21582440251376116 |
| Journal | SAGE Open |
| Volume | 15 |
| Issue number | 3 |
| DOIs | |
| State | Published - Sep 2025 |
| Externally published | Yes |
Bibliographical note
Publisher Copyright:© The Author(s) 2025. This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://us.sagepub.com/en-us/nam/open-access-at-sage).
Keywords
- COVID-19
- adhocracy
- bureaucracy
- hybrid organizations
- organizational culture
ASJC Scopus subject areas
- General Arts and Humanities
- General Social Sciences
Fingerprint
Dive into the research topics of 'Are Hybrid Organizations Always Beneficial?'. Together they form a unique fingerprint.Cite this
- APA
- Author
- BIBTEX
- Harvard
- Standard
- RIS
- Vancouver