Organizational hybridity: A conceptualization of how sport for development and peace organizations respond to divergent institutional demands

An abundance of institutional logics is associated with the area of Sport for Development and Peace (SDP). Unfortunately, the ways in which SDP entities respond to conflicting institutional demands has received little scholarly attention. Therefore, the author examines the concept of organizational hybridity and its applicability in SDP. The divergent nature between institutional logics allow for organizational actors to reconfigure elements into new creative hybrid arrangements. Drawing on relevant literature from related disciplines, the author identifies and examines four theoretical types of hybrids in the SDP context: differentiated, symbolic, integrated, and dysfunctional. The internal dynamics and managerial implications associated with each hybrid type are further examined. In addition, a research agenda for how future scholarship can draw on this concept to generate new knowledge of these types of sport organizations is also outlined.