ABSTRACT
This chapter focuses on hybridity, without much reference to business enterprise or public agencies. It deals with the macro-level consequences of hybrid activities in society. The chapter discusses the embeddedness of hybrid activity as well as the interplay between the top-down flow of dependencies and bottom-up mobility constitutes. It provides conclusive thinking about the strategy-performance relationship in hybrid contexts. The chapter explores the theoretical underpinnings of hybrid activities and organisations as an institutional space of their own by associating hybrids with two prominent perspectives. Institutional action is based on bounded rationality and the use of simple heuristics fulfilling the demands of the task at hand. Heuristics can be seen as an irrational aspect of organisations which leads to strategic failure, but heuristics are also a positive learning tool to achieve more accurate evaluation and improve the processes of an organisation. Hybrid activities and organisations search for equilibrium in many respects.
