Hybrid accountabilities and managerial agency in the third sector

Schwabenland, Christina; Hirst, Alison

dc.contributor.author	Schwabenland, Christina	en
dc.contributor.author	Hirst, Alison	en
dc.date.accessioned	2019-01-11T14:21:42Z
dc.date.available	2019-01-11T14:21:42Z
dc.date.issued	2018-10-29
dc.identifier.citation	Schwabenland C, Hirst A. (2018) 'Hybrid accountabilities and managerial agency in the third sector', Public Administration, 98 (2), pp.325-336.	en
dc.identifier.issn	0033-3298
dc.identifier.doi	10.1111/padm.12568
dc.identifier.uri	http://hdl.handle.net/10547/623067
dc.description.abstract	This paper investigates how the dynamics of conflicting accountabilities are managed within the context of the third sector; specifically in organizations providing services for people with learning difficulties. Multiple accountability relationships create organizational settings that are subject to multiple constraints and risks but also offer resources for agency. We analyse how managers take up agency to enable them to enact, resist or reconcile multiple accountabilities. Our study’s contribution lies in our elucidation of the far-reaching hybridity of the third sector and the complex forms of actorhood it cultivates, in which managers are able to handle resources with great dexterity, in pursuit of settlements which may only be contingent and temporary.
dc.language.iso	en	en
dc.publisher	Wiley	en
dc.relation.url	https://onlinelibrary.wiley.com/doi/full/10.1111/padm.12568	en
dc.rights	Yellow - can archive pre-print (ie pre-refereeing)
dc.rights.uri	http://creativecommons.org/licenses/by-nc-nd/4.0/	*
dc.subject	hybridity	en
dc.subject	managerial agency	en
dc.subject	third sector	en
dc.subject	N200 Management studies	en
dc.title	Hybrid accountabilities and managerial agency in the third sector	en
dc.type	Article	en
dc.identifier.journal	Public Administration	en
dc.date.updated	2019-01-11T14:17:06Z
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html.description.abstract	This paper investigates how the dynamics of conflicting accountabilities are managed within the context of the third sector; specifically in organizations providing services for people with learning difficulties. Multiple accountability relationships create organizational settings that are subject to multiple constraints and risks but also offer resources for agency. We analyse how managers take up agency to enable them to enact, resist or reconcile multiple accountabilities. Our study’s contribution lies in our elucidation of the far-reaching hybridity of the third sector and the complex forms of actorhood it cultivates, in which managers are able to handle resources with great dexterity, in pursuit of settlements which may only be contingent and temporary.