Hybridisation is sometimes considered as a purposeful adaptive response by organisations to a turbulent environment, for example by charities moving to more market or trading based methods of income generation (Smith 2010). The importance of external drivers arising from change in the public policy and funding environment is also increasingly recognised (Harris 2010). What is less well researched are the messy processes whereby organisational adaptation occurs in an incremental way and in specific political contexts, influenced simultaneously by competing public, market and community logics that drive hybridisation at sector and organisational levels.This paper draws on recent work with third sector housing and support organisations in Northern Ireland undertaken in the new political context associated with the restoration of accountability to the NI Assembly. It investigates the competing influences of i) moves towards greater democratic accountability to the devolved Northern Ireland Assembly ii) policies to promote voluntary and community sector involvement in public service delivery (the NI Concordat) and iii) grant –based commissioning of housing support and welfare services in the fields of mental health and homelessness. It explores how these competing influences affect organisational adaptation strategies. The role of agency and how this is articulated through incremental adaptation decisions for long term sector hybridisation are explored through case studies of the enactment of policies on Supporting People in the fields of mental health and homelessness.
|Title of host publication||Unknown Host Publication|
|Number of pages||34|
|Publication status||Published - 14 Sep 2012|
|Event||International Social Innovation Research Conference - Birmingham|
Duration: 14 Sep 2012 → …
|Conference||International Social Innovation Research Conference|
|Period||14/09/12 → …|