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1

Johanson, Jan-Erik, and Jarmo Vakkuri. Governing Hybrid Organisations. Routledge, 2017. http://dx.doi.org/10.4324/9781315622293.

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Pascher, Ute. Die deutschen parteinahen politischen Stiftungen: Hybride Organisationen in der Globalisierung. Logos, 2002.

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3

Chris, Smith. Japan, the hybrid factory and cross-national organisational theory. Aston Business School Research Institute, 1995.

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4

Koppell, Jonathan G. S. The politics of quasi-government: Hybrid organizations and the control of public policy. Cambridge University Press, 2003.

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5

Thomasson, Anna. Navigating in the landscape of ambiguity: A stakeholder approach to the governance and management of hybrid organisations. Lund Business Press, 2009.

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6

M, Day Joan, Ray Kathryn, Joint Information Systems Committee., University of Northumbria at Newcastle. School of Information Studies., Library Information Technology Centre, and Electronic Libraries Programme (Great Britain), eds. Managing organisational change in the hybrid library: A supporting study in the JISC Electronic Libraries (eLib) Programme. Library Information Technology Centre, South Bank University, 1999.

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7

Busacca, Maurizio, and Roberto Paladini. Collaboration Age. Fondazione Università Ca’ Foscari, 2020. http://dx.doi.org/10.30687/978-88-6969-424-0.

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Recently, public policies of urban regeneration have intensified and multiplied. They are being promoted with the aim to start social and economic dynamics within the local context which is subject to intervention. From the empirical analysis, we realise that such activities are mainly implemented by three subjects or by mixed coalitions (public institutions, actors of the third sector and companies). Within them, each player is moved by a multiplicity of interests and goals that go beyond their own nature – public interest, market and mutualism – and tend to redefine themselves, thus becoming hybrid forms of production of value (social, economic, cultural). By studying a number Italian and Catalan cases, this essay deals with the theory that, under specific conditions and configurations, a collaborative direction – of organization, production and design – would give life to successful procedures, even without the identification of a one-best-way. The collaboration is not simply a choice of operation, but a real production method which mobilises social resources to create hybrid solutions – between state, market and society – to complex issues that could not be faced solely with the use of the rationale of action of one among the three actors. In this framework, the systems of relations and interactions between players and shared capital become an essential condition for the success of every initiative of urban redevelopment, or failure thereof. Such initiatives are brought to life by the strategic role of individuals who foster connections as well as the dissemination of non-redundant information between social networks, and collective and individual actors which would otherwise be separated and barely able to communicate and collaborate with each other. In addition to the functions carried out by knowledge brokers, that have been extensively described in organisational studies and economic sociology, the aforementioned figures act as real social enzymes, that is to say, they handle the available information and function as catalysts of social processes of production of knowledge. Moreover, they increase the reaction speed, working on mechanisms which control the spontaneity.
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Johanson, Jan-Erik, and Jarmo Vakkuri. Governing Hybrid Organisations. Taylor & Francis Group, 2017.

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9

Governing Hybrid Organisations. Taylor & Francis Group, 2017.

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10

Billis, David, and Colin Rochester. Handbook on Hybrid Organisations. Edward Elgar Publishing, 2020. http://dx.doi.org/10.4337/9781785366116.

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11

Taco, Brandsen, Donk, Wim B. H. J. van de., and Kenis Patrick, eds. Meervoudig bestuur: Publieke dienstverlening door hybride organisaties. Uitgeverij LEMMA, 2006.

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12

Hybrid Governance, Organisations and Society: Value Creation Perspectives. Taylor & Francis Group, 2020.

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13

Johanson, Jan-Erik, and Jarmo Vakkuri. Hybrid Governance, Organisations and Society: Value Creation Perspectives. Taylor & Francis Group, 2020.

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14

Johanson, Jan-Erik, and Jarmo Vakkuri. Hybrid Governance, Organisations and Society: Value Creation Perspectives. Taylor & Francis Group, 2020.

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Johanson, Jan-Erik, and Jarmo Vakkuri. Hybrid Governance, Organisations and Society: Value Creation Perspectives. Taylor & Francis Group, 2020.

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16

Koppell, Jonathan G. S. The Politics of Quasi-Government: Hybrid Organizations and the Dynamics of Bureaucratic Control (Theories of Institutional Design). Cambridge University Press, 2003.

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17

Koppell, Jonathan G. S. The Politics of Quasi-Government: Hybrid Organizations and the Dynamics of Bureaucratic Control (Theories of Institutional Design). Cambridge University Press, 2006.

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