Public value creation experiences in hybrid organizations: a preliminary case study

This paper presents a preliminary case study investigating the public value creation experiences within the context of the "Sub- Equana Valley" Smart Energy Community (SEC). The objective of this work is to explore the multifaceted nature of public value and assess its creation in hybrid organizations operating in the SEC. A hybrid organization refers to a unique entity that combines elements of both public and private sectors, seeking to achieve societal and economic goals simultaneously. To achieve this objective, a mixed-methods research approach was employed, combining qualitative and quantitative data collection methods. The study encompassed interviews with key stakeholders, including community members, government officials, and representatives from the SEC's hybrid organizations. Additionally, surveys and document analysis were conducted to gather comprehensive data on the SEC's public value creation processes. The results of this study reveal the diverse public value creation experiences within the Sub- Equana Valley SEC. Three key public value mechanisms emerged from the analysis: collaboration and partnerships, innovative technologies and community engagement and empowerment. Furthermore, the findings highlight the interplay between public and private actors in the creation of public value, emphasizing the significance of hybrid organizations as vehicles for achieving sustainable development goals. The originality of this contribution lies in its exploration of public value creation experiences within hybrid organizations operating in the context of a Smart Energy Community. While prior research has investigated public value and hybrid organizations separately, this study synthesizes these concepts, providing a holistic understanding of how hybrid organizations contribute to public value in the SEC. By focusing on the Sub-Equana Valley case study, this research adds empirical evidence to the growing body of literature on hybrid organizations and expands our understanding of their role in driving societal progress. Overall, this preliminary case study sheds light on the complexity of public value creation within hybrid organizations in the specific context of a Smart Energy Community. The findings have practical implications for policymakers, community leaders, and practitioners involved in designing and managing hybrid organizations, providing insights into the factors that contribute to successful public value creation. Further research is needed to explore additional case studies and refine our understanding of the dynamics of public value creation within hybrid organizations in various contexts.