Hybrid organisational form as a response to institutional complexity: The case of local municipally owned corporations in Lahore

Abstract

This paper explores hybrid organisational forms that have emerged in response to institutional complexity. For this purpose, the paper studies organisational practices to explore hybrid characteristics in municipally owned corporations (MOCs) and differentiate between distinct manifestations of hybridity. Using a case study research design, three MOCs are selected as units of analysis, and 30 semi-structured interviews are conducted to explain why and how organisations emerge as hybrid organisations through the adoption of multiple institutional prescriptions that compete with their existing logic. The findings of the study reveal a practical approach to managing complexity where organisations tend to form different hybrids rather than simply accepting or rejecting institutional pressures. The study offers insights into the outcomes within organisational milieus as they navigate and assimilate these competing pressures, underscoring that the resultant ramifications may not invariably align with initial expectations.