Exploring the factors influencing the adoption of different hybrid organizational models in non-profit socio-health organizations: evidences from Tuscany

The concept of hybridizing the modern social entrepreneurship is increasingly becoming a hot topic day by day, although very few information is known about the viability of the design concerning hybrid organizational models of social enterprises. “Compartmentalised” and “integrated” are the two different categories of hybrid organizational models on whose existence several literatures have emphasized upon. However, among these primary types there were also many intermediate structures that existed but could not seek much attention till now. In the process of filling up this gap, we have analysed multiple case studies in order to strengthen the knowledge concerning viable typecasts of hybrid organizations and learn more about what is known as ‘semi-integrated’ model. The emergence of the critical issues that are linked with the acceptance of various organisational models was possible after the comprehensive interviews with the managers and the board members of 3 socially entrepreneurial NPOs (non-profit organizations) serving in the Italian socio-healthcare sector. The selection of an unusual organizational model particularly depends on 3 factors, and these are: delights of organizational existence, quest for both financial stability and growth and factors related to the organizational edifice. In this research, pros and cons regarding organizational viability critical issues are highlighted by comparing various models