Abstract

Background: This research examines hybrid organizations and the prevailing challenges they face due to their dual mission. This leads to different institutional logics and thereby causes a clash of inconsistent identity types. To avoid creating belonging tensions and enabling the creation of shared value, inconsistent identity types need to be tackled.

Aim: The study aims to determine how to navigate and manage inconsistent identity types in Swedish hybrid organizations to create shared value. Therefore, a four-phase model with guiding actions for researchers and practitioners is developed. 

Method: This thesis is of qualitative nature and follows a single-case study approach. Through conducting in-depth, semi-structured interviews with 14 employees of the studied hybrid organization, empirical data was collected. The data was analyzed and interpreted through an inductive research approach.

Conclusion: Empirical findings indicate that hybrid organizations need to navigate and manage inconsistent identity types through realigning and executing their leadership vision. This results in the six beneficial outcomes of flexibility, adaptability, congruence, collaboration, commitment, and knowledgeexchange. The analysis results in linking the framework to the theory of VUCA and VUCA Prime, which proves its general relevance.