Measuring organisational hybridity within the New Zealand third sector

This article explores the expression of organisational hybridity, where community based organisations are exposed to the logics of across organisational (State, Third and Market) sectors (inter) or within Third sector organisational types (intra). Organisational hybridity can be defined as a blending of value systems, organisational cultures, co-ordination mechanisms and action logics. Hybridity theory engages with the assimilation of sector logics as a normative process and can be applied to identify the effect increasing hybridity has on third sector organisations. We apply and evaluate a tool for measuring levels of hybridity, the 'hybridity lens', in order to gain an understanding of hybridity issues within individual organisations. Using an online survey we apply the tool to determine how intra and inter organisational hybridity manifest themselves in the New Zealand third sector.