Latino Faces,Corporate Ties: Latino Advocacy Organizations and Their Board Membership

Although they have increased exponentially since the 1960s, social scientists know little about ethnic advocacy organizations. These nonprofits are important bridges between underresourced communities and mainstream funding organizations and their directors are established ethnic leaders. Sociologists study interlocking directorates—or shared board membership—to understand how organizations fit together within broader social networks. Network concepts, particularly the theory of institutional isomorphism, suggest that organizations are likely to be similar to the extent they are connected and operate within a common organizational field. We apply this logic to Latino advocacy organizations to examine the underlying source of cohesion across this ethnic field. We ask whether the organizations are tied by interlocking directorates of ethnic elites who sit on their boards of directors or if board members' common affiliation with other elite institutions creates the structural conditions that facilitate potential ideological or behavioral similarity. A social network analysis of five prominent Latino advocacy organizations reveals support for both hypotheses: Latino board members are both embedded in ethnic‐based networks and entrenched within elite organizational webs. This suggests that ethnic elites who sit on the boards of Latino advocacy organizations are also corporate elites, selected for the social capital they bring to these nonprofits.     

Old Structures,New Relations: How Community Development Credit Unions Define Organizational Boundaries

Studies of organizational dynamics examine the manner in which an organization's immediate environment defines the rules and requirements to which individual organizations must conform in order to receive legitimacy and support (Scott, 1992:132). In this paper we consider the question of how an organization can achieve legitimacy and support without necessarily compromising its organizational forms or practices to isomorphic pressures. We frame the question in terms of the boundaries between organizations and their environments. Where the population ecology studies show the survival value of adopting known organizational forms and practices, and neoinstitutionalism addresses the need to display compliance with accepted forms, our case study demonstrates the possibility of removing an organization or set of organizations from the familiar interaction by naming it as a subfield of the organizational field, sharing the environment, but out of the way of predefined norms and practices.     

Organized Environmentalists: Democracy as a Key Value?

This article, taking as its point of departure that voluntary organizations are of crucial importance in a democracy, views the transformation of the Norwegian voluntary sector through the lenses of what happens within the environmental field. Seeing changes within this field as prototypical for the transformation of the voluntary sector more generally, we start with the organizational level and contrast old versus new environmental organizations. The aim is to ascertain to what extent the newly built organizations are leaving the historically important democratic organizational model. Second, we compare attitudes toward democracy of members of the democratically and nondemocratically built organizations: attitudes both toward democracy within a voluntary organization (internal) and democracy in society (external). Furthermore, we compare these findings with what we find for the population at large. The last section analyzes demographic characteristics of organized environmentalists to see whether a new type of elite, more distanced from the population at large, is emerging in the new and nondemocratically built organizations. The study finds that new organizations are definitely breaking with the democratic organizational model. The support for democracy (internal and external) is comprehensive but not always overwhelming, and there is a tendency in the direction of congruence between organizational structure and individual attitudes. That is, members of democratically built organizations especially value internal but also to some extent external democracy more than members of nondemocratically built organizations. However, even if formal democratic structure and democracy as an absolute and generalized value seems to be under pressure, it does not follow that a new type of elitism is emerging.     

Disciplinary mechanisms and the discourse of identity: The creation of ‘silence’ in an elite sports academy

Organization studies research exposes the need to examine power relations embedded within the design of organizations, the construction of normative behaviour, and the production of socially constructed meanings that lead to the removal of employee voice. Drawing upon 21 qualitative interviews with Premiership football academy members, this article examines the regulation, control and ‘silencing’ of young English professional footballers. Building upon two existing literatures concerning the institutional dynamics of footballing traineeship, and the concept of organizational ‘silence’, the article explains how characteristics associated with surveillance mechanisms and the perpetuation of institutional norms lead to the configuration of a climate of silence. Utilizing the work of Michel Foucault and Erving Goffman, the article addresses the call for an understanding of the interplay between social actors and the confines of their structural context as an example of restrictive practice and for providing insight into the ‘how’ of silencing.     

Illuminating gendered organization assumptions

One key to why organizations have been less successful at integrating a work–family agenda into their organizational cultures is that workplaces have failed to consider how gender assumptions influence workplace practices, policies and cultures. This paper presents a theoretical framework for considering how gender role assumptions have prevented organizational attempts to become family friendly. Further, this paper uses an organizational case study to illustrate this point. Specifically, a theory of gendered organizations is used to frame an analysis of 30 employee interviews. Data suggest that gendered organizational assumptions inherent to several workplace policies and practices contribute to employee strain associated with negotiating the demands of life on and off the job. Further, the findings show that these gendered organizational assumptions prevent organizations from developing workplace cultures responsive to employees' work, family and personal needs. A brief review of the interdisciplinary work–family field is presented, followed by a discussion of gendered organizations. Then, using interview data collected from management and ‘front‐line’ female and male workers employed at a municipal government, this paper examines how workplace practices, presumably gender neutral, affect employees and the organizational culture in which they work.     

Towards a sociology of risk work: A narrative review and synthesis

In this article, we define the concept of “risk work,” which aims to make visible working practices to assess or manage risk, in order to subject these practices to sociological critique. This article reviews and synthesizes existing published literature to identify components of risk work: (a) translating risk into different contexts, (b) minimizing risks in practice, and (c) caring in the context of risk. We argue that these three components of risk work raise important tensions for workers that have been inadequately explored in the literature to date. We propose that future research should additionally focus on practitioner subjectivity and identity in risk work. In addition, we argue that comparative research—across type of risk and different contexts—and methodological and theoretical diversity would enhance this emerging field of research.     

Serve or Conserve: Mission,Strategy, and Multi-Level Nonprofit Change During the Great Recession

Change is frequently afoot in the nonprofit sector, both in the wider institutional environment in which nonprofits operate and within the organizations themselves. Environmental transformations—funding sources, supply and demand for collective goods, and administrative norms—create the circumstances in which organizations operate. Internally, change involves the alteration of goals, practices, and personnel. To explore how multiple aspects of change intersect across levels, we ask how organizations’ practices influence their experience of and reaction to changes in the environment. Turning open systems theories inside out, we argue that internal planning, routines, and missions give rise to organizational mindsets that imbue evolving environmental circumstances with meaning. We illustrate our argument using a unique longitudinal dataset of 196 representative 501(c)(3) public charities in the San Francisco Bay Area from 2005 to 2015 to assess both accelerators and obstacles of change. Empirically, we investigate predictors of organizational insolvency and the ability to serve constituents in the wake of the Great Recession. We find that strategic planning decreases the likelihood of insolvency whereas an orientation toward the needy increases spending. We conclude with our contributions to understanding of multi-level organizational change and nonprofit strategy.     

Strengthening child and youth programs: A look at inter-organizational mentoring strategies

Community-based non-profit organizations rarely have access to research or evaluation evidence to inform their programs and often lack the capacity to gather or use this information independently. In 2016, Wisdom2Action—a network of knowledge mobilization (KMb) experts, policy makers and service providers across Canada—launched an inter-organizational mentorship program to facilitate the implementation and sharing of best and promising practices within community-based programs for young people. This article outlines the findings from a developmental evaluation of eight mentoring relationships. Drawing on the Promoting Action on Research in Health Sciences (PARiHS) model of KMb, we look at mentoring as a type of facilitation that supports the increased use of evidence and evaluation information by non-profit organizations and identify key themes that support effective organizational mentorship in this sector. Findings reinforce the importance of establishing connected relationships and understanding context in mentoring relationships, creating adaptive and responsive work plans, ensuring consistent communication, and maintaining a focus on capacity-building if knowledge mobilization is to occur.     

Advocacy Tactics and Policy Outcomes of Sex Offender Rights Organizations

Social movement organizations for sex offender rights work to reduce harm to registrants and their family members by influencing sex offender registration and community notification policies. This study draws on two theories of social movement organizations—organizational emergence and political opportunities—to investigate the capacity (i.e., structure, resources, knowledge and skills) of these organizations to bring about policy changes. Data were gathered using in-depth, telephone interviews with 19 leaders of state-level advocacy organizations in the United States. Two types of strategies emerged, distinguishing organizations as proactive or reactive in their approach to policy change. Proactive organizations contribute to policy amendment, development or adoption, whereas reactive organizations focus on blocking policy. These two types of organizations have similar tactical repertoires; however, more proactive organizations report the use of networking and coalition building and media stories, and more reactive organizations report the use of legislative testimony and research and policy analysis tactics. This study informs social work policy and practice by highlighting effective and ineffective tactics used by highly stigmatized advocacy organizations.     

Toward an Organizational Perspective on Identifying and Managing Formal Gatekeepers

In this article, we present an institutionalist organizational perspective on formal gatekeeping, arguing along two fronts: First, identifying gatekeepers provides useful analytic devices for learning about the vocabularies of structure in an organization. Second, successfully managing gatekeepers requires that one understands the vocabularies of structure in use in an organization. We ground our perspective in field experiences gleaned from eleven public sector organizations who participated in our health promotion and research program, the Arizona 5 a Day Project. Field data and insights from institutional organizational and decision-making theory frame a matrix of organizational types and formal gatekeeping. We conclude by linking our perspective with analytic perspectives on organizational charters and organizational change.     

Broadening the Intersectional Path: Revealing Organizational Practices through ‘Working Mothers’ Narratives about Time

This article is concerned with the complex inequality experienced by mothers in employment, and applies ‘strong intersectionality’ to women's narratives about time to reveal the intersecting inequalities women experience and gendered organizational practices. Drawing on empirical research with 30 Irish ‘working mothers’, this article explores the way time is ordered and managed to create gendered inequalities for women at the intersection of maternity with paid work. By conceptualizing gender, maternity and class as simultaneous processes of identity practice, institutional practice and social practice, following Holvino, women's narratives reveal that organizations manage and order time to fit with notions of ‘ideal workers’, which perpetrate older hierarchies and gendered inequalities, and which create regimes of inequality for women at the intersection of maternity with paid work.     

Habitus and social movements: how militarism affects organizational repertoires

2010–2012 were years of global protests. This wave of mobilization has been celebrated for its horizontal, leaderless, and participatory character. But this was not the case in all countries. In Israel, which saw the largest social contention in its history, the protest was marked by a dominant and centralized leadership and by cooperation with institutional actors and corporate media. Based on the study of the Israeli case, this research seeks to contribute to explanations of how movements’ organizational forms develop. Social movement scholars have shown that activists’ forms of organization are limited to a familiar repertoire of action. Building on previous scholarship, I argue that activists’ organizational repertoires are shaped by a habitus that familiarizes and routinizes certain practices. But while existing scholarship focuses on how organizational habitus develops within the field of activism, I expand the applicability of habitus and show how movement repertoires are also influenced by habit in fields unrelated and even antagonistic to activism. Based on participant observations and interviews, I show how in the Israeli case, militarism formed part of activists’ organizational habitus and contributed to the 2011 protests’ centralized and hierarchical character.     

“Organizing Creativity: Enabling Creative Output,Process, and Organizing Practices”

How individuals can exercise creativity in collectivities is unclear. We thus need to more thoroughly investigate the ‘black box’ of organizational creativity. Future research should consider creativity in a variety of organizations, rather than just those that are known for creative outputs or practices. In addition, we need to examine what I call everyday, relational, and proto‐institutional forms of organizational creativity. Intra‐ and inter‐organizational aspects can enhance or depress such organizational creativity: (1) within the organization’s boundary: internal interactions among organizational members and (2) outside the organization’s boundary: the surrounding organizational environment or field, which include competing or supporting organizations, other organizational actors, and the state. These two aspects pose dilemmas about how to organize that can constrain or enhance organizational creativity. In addressing these dilemmas, organizations must mediate between under‐ and over‐organizing extremes. Organizations can enable creativity by incorporating changing interests and conditions. Organizations can eschew convention, increase rank‐and‐file involvement with corresponding authority, tolerate ambiguity and deviance, encourage improvisation, and support members’ diverse experiences and perspectives.     

Data culture as a change agent for organizations serving families and children experiencing homelessness

Over the past decade there have been considerable developments in the use of data in the field of child and family homelessness. The development of high-quality data collection processes—including Housing Management Information Systems (HMIS), community point-in-time counts, and school district data and evaluation infrastructure—has given nonprofit and social sector leaders unprecedented access to client-level data. However, it remains a challenge for nonprofits and community-based organizations to engage in work with families experiencing homelessness and demonstrate meaningful impact across a variety of outcomes. In this policy brief, the authors discuss (1) challenges facing the field of child and family homelessness with respect to data use, (2) recent advancements in the use of data, and (3) strategies to create an organizational culture of data that makes use of recent advancements in data use and addresses current challenges facing the field. The brief makes the argument that fostering a data culture at the organizational level has the capacity to operate as an organizational change agent that improves programs.     

Homology and isomorphism: Bourdieu in conversation with New Institutionalism

Bourdieusian Field Theory (BFT) provided decisive inspiration for the early conceptual formulation of New Institutionalism (NI). This paper attempts to reinvigorate the stalled intellectual dialogue between NI and BFT by comparing NI's concept of isomorphism with BFT's notion of homology. I argue that Bourdieu's understanding of domination‐oriented social action, transposable habitus, and a non‐linear causality, embodied in his neglected concept of homology, provides an alternative theorization of field‐level convergence to New Institutionalism's central idea of institutional isomorphism. To showcase how BFT can be useful for organizational research, I postulate a habitus‐informed and field‐conditioned theory of transference to enrich NI's spin‐off thesis of ‘diffusion’. I propose that while NI can benefit from BFT's potential of bringing social structure back into organizational research, BFT can enrich its social analysis by borrowing from NI's elaboration of the symbolic system of organizations.     

Cooperative Membership and Community Engagement: Findings From a Latin American Survey

Cooperatives as organization have mainly been explored in the field of business and management due to their operation in the business sector, and studies of nonprofit organizations have given little attention to them. Consequently, cooperatives studies have tended to examine economic outcomes, such as productivity and job security, comparing them to conventional business firms. Nevertheless, cooperatives are membership associations and have organizational characteristics in common with other types of voluntary associations. Furthermore, one explicit organizational principle of cooperatives is concern for community, and their contributions to the community have been covered frequently by media. Therefore, it is imperative to examine cooperative members’ community engagement, and compare it to other types of association members. Using a national sample of Venezuelans, the relationships between association memberships and community involvement were compared across different types of associations. The results showed that cooperative members had a higher likelihood of being involved in community matters than those from other types of associations. Although the Venezuelan cooperatives have received vast support from the Chavez government for community development, this result can have an implication on the cooperatives’ organizational identity as those who provide members with resources necessary for civic engagement beyond the organizations.     

Fathers' Stories of Resistance and Hegemony in Organizational Cultures

This article focuses on the practices of resistance and hegemony that oppose change in gender cultures in organizations. It suggests that analysis of the narratives produced by organizational actors is a fruitful method with which to deal with issues of this kind. In particular, the analysis concentrates on how resistance and hegemony practices may affect the implementation of changes promoted at a normative level — as in the case of the Italian law that has extended the right to take parental leave for childcare to men as well, in opposition to the dominant cultural models of gender. The analysis of the experiences reported by men belonging to different organizations, and having in common the use of parental leave to spend time with their children, allows us to reflect upon the fact that the symbolic orders of gender in organizations cannot be challenged at a normative level if the change does not affect the organizational culture, becoming embedded in everyday organizational practices.     

Organizational Resources and the Gender Gap in Congregational Lay Leadership

The purpose of this study is to examine how organizational resources affect the gender gap within lay (volunteer) leadership in religious congregations. Using institutional theory as a framework, this study situates congregations within a larger field of organizations competing for legitimacy. Congregations with higher levels of resources—such as wealthier members, better-educated members, or larger memberships—are more likely to be connected to the core of the field and therefore more likely to have gender egalitarian practices in order to signal their legitimacy. Therefore, I hypothesize that women in resource-rich congregations will have greater access to volunteer leadership positions than women in congregations that are resource deficient. I analyze 70,942 individuals in 344 religious congregations from the 2001 U.S. Congregational Life Survey using multilevel modeling. I show that religious congregations with more members, better-educated attenders, and wealthier attenders have smaller gender gaps in volunteer leadership positions. Congregational resources can mitigate the gender gap in lay leadership, and women within resource-rich organizations have greater access to positions of authority.     

Theoretical and Practical Imperatives for Reflective Social Work Organizations in Health and Mental Health

Summary

This article describes the common challenges to health and mental health organizations that require these agencies to become more “reflective” in their culture and structures. This necessitates integrating practice and research at all organizational levels. Schon's concept of reflective practice to health and mental health organizations is extended to develop the construct of a reflective organization, in which direct practitioners are integral to organizational learning through ongoing service evaluation and redesign. The theoretical and practical reasons why social work administrators and clinicians alike are obliged to integrate practice and research are discussed. University-based models of practice-research integration impede this process; Epstein's Practice-Based Research approach facilitates it.     

LGBTQ Activist Organizations as ‘Respectably Queer’ in India: Contesting a Western View

This study contests the distinction of LGBTQ (lesbian, gay, bisexual, transgender and queer) organizations suggested by earlier scholars as ‘respectable’ — i.e. normalizing, professionalizing and conforming to the dominant cultural and institutional patterns — and ‘queer’, meaning challenging the cultural and institutional forces that ‘normalize and commodify differences’. Using Bernstein's model of identity deployment, it is found problematic to distinguish LGBTQ organizations this way because when the actions of LGBTQ organizations are more complex to describe, it is not warranted to conflate identity goals with identity strategies — whether normalizing (respectable) or differentiating (queer). To examine these concerns, a qualitative inquiry was used to study five LGBTQ organizations in India where the intersections of post‐colonial ethnicity, gender, social class and sexuality offer an intriguing context through which to study queer activism. Based on the findings, it is argued from a post‐colonial perspective that when the socio‐cultural and historical existence of non‐homonormative queer communities and practices is strong, LGBTQ organizations challenge the heteronormative and/or other forms of domination to become ‘queer’. But they may simultaneously become ‘respectable′ by conforming to the diversity politics of non‐profit business, donors, and social movement organizations they seek support from, and turn out as ‘respectably queer’.