Organizational Hybridity, Dissonance and the Emergence of the US Green Building Council

Beth M Duckles

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Abstract: The emergence of the US Green Building Council’s (USGBC) provides a unique case study into the organizational change strategies of a hybrid organization. As a nonprofit, social movement organization the USGBC seeks to create change in the marketplace by encouraging more sustainable building practices through a voluntary standards. As they have done so, their organizational processes have begun to draw from regulatory agencies and firms to accomplish this aim. Through the use of multiple organizational processes and forms, the USGBC works with stakeholder groups to respond to change and dissonance in a way that is congruent with Stark’s (2009) theory on heterarchy. Heterarchical thinking about the utility of dissonance and the importance of the distribution of intelligence within a hybrid organization has implications for the ability for these organizations to respond quickly as the industry and stakeholder needs change.

Date: 2018-10-12
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Persistent link: https://EconPapers.repec.org/RePEc:osf:socarx:ejqfd

DOI: 10.31219/osf.io/ejqfd

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