Towards a hybrid model for the management of smart city initiatives.

This paper explores how urban planners can use a hybrid organization to manage smart city initiatives. We use an inductive qualitative case study approach based on connecting emergent concepts through Gioia's method to answer the following research question: " How can hybrid organizations manage a complex network of actors in smart city initiatives ?". The study highlights that in managing smart city initiatives, hybrid organizations benefit from actor-network theory. Additionally, for a more in-depth view, the study investigates the framework provided by Chourabi to test the hybridity theory. Overall, the results suggest that hybridity is feasible and increases the output directed towards citizens. The paper contributes to the existing literature on both hybrid organizations and smart cities. We conclude that despite the conventional distinction between public and private entities, managing smart city initiatives that include complex factors such as new technologies may require the adoption of hybrid management solutions by urban planners, especially when multidisciplinary and complex skills are required. Thus, smart city solutions are most effective when combined with hybrid management models. This research has utility for urban planners, policymakers, and researchers. It aims to support practical management solutions (analysed through a theoretical lens) to foster smart city initiatives. • Hybridity is compatible and requested to increase the value of the output produced towards citizens. • Hybrid organization could benefit from the Actor-Network theory vision in the management of smart cities. • Public entities could benefit from hybrid solutions for the management of smart city initiatives. [ABSTRACT FROM AUTHOR]