Publication Type

Journal Article

Version

publishedVersion

Publication Date

9-2017

Abstract

Public-private collaborations, or hybrid organizational forms, are often difficult to organize because of disparate goals, incentives, and management practices. Some of this misalignment is addressed structurally or contractually, but not the management processes and practices. In this study, we examine how the coordination of these social and work relationships, or relational coordination, affects task performance and the creation of social value. We employ a dyad perspective on two long-term relationships that are part of a wider ecosystem. We illustrate the social value creation process, identifying mutual knowledge and goal alignment, as necessary to create relational coordination. We find that the degree of professional embeddedness moderates the link between coordination and task performance, and explore the role that organizational and ecosystem experiences play. We develop a model of how relational coordination influences social value creation in hybrids. The findings have implications for social value creation, hybrid collaborations, and organizational design.

Keywords

Hybrid organizational forms, social value creation, relational coordination, public-private partnerships, healthcare

Discipline

Organizational Behavior and Theory | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Journal of Management Studies

Volume

54

Issue

6

First Page

906

Last Page

928

ISSN

0022-2380

Identifier

10.1111/joms.12268

Publisher

Wiley: 24 months

Embargo Period

9-1-2017

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1111/joms.12268

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