Reforms in Management Control and the Concept of Hybridization: The Diversity in Changes of Functions and Systems

Abstract

The chapter analyses how the concept of hybridization is used to develop an understanding of how management control reforms are designed, implemented, used and redesigned. Two longitudinal studies in reforming Norwegian hospitals are briefly presented to illuminate how functions and systems change over time, and how models are incrementally constructed and reconstructed. These cases show that the initiatives for steps both forward and backward in reforming processes, tend to take place on the borders between the organizations and the important stakeholders. These stakeholders are the Ministry and politicians, as they are key decision makers.