Networks of social capital: Extending a public relations model of civil society in Peru

Scholars have argued that public relations can and indeed must be used to improve society. This article builds on the work of Taylor and Doerfel (2005), who advocated for the continued study of civil society through the lens of public relations theory. This study contributes to a normative public relations model of civil society by examining how interorganizational relationships, which may initially be established for purposes of resource exchange, benefit civil society through the creation and maintenance of social capital. The study examined a segment of Peruvian civil society dedicated to media development, as media is a key partner in building civil society (Taylor, 2009). The results of the study help to explain how interorganizational relationships contribute to the creation of social capital in a civil society network, and how certain network positions are integral to maintaining the social capital of a community of actors. Implications for the role of public relations in building and maintaining networks of interorganizational communities are discussed.     

The effectiveness of nonprofit lead‐organization networks for social service delivery

Public agencies increasingly contract with nonprofit organizations to lead community‐based networks for social service delivery. We explore the role that partnership characteristics play in the effectiveness of these networks. Using data on children and family services in Los Angeles County, we consider the impact of both the motivations for forming partnerships and the nature of the resulting partnerships on perceived outcomes for clients, interorganizational relationships, and organizational learning. We find that client outcomes and interorganizational relationships are enhanced when partnerships are formed to meet certain programmatic and organizational goals. Organizational learning, however, is affected only when partnerships are formed to enhance organizational legitimacy. Partners selected because they share common vision increase effectiveness, while those selected because there are few alternative partners decrease effectiveness. Finally, when partnerships use an interorganizational coordination mechanism, client outcomes are improved. The managerial implications of these impacts for the nonprofit sector are developed. The results lend considerable support to the role of partnership motivation and partner selection in the effectiveness of nonprofit lead‐organization networks, and specificity about the nature of that role.     

The institutional antecedent to firms’ interorganizational network portfolios: Evidence from China

Although the amount of research on interorganizational networks has increased significantly in recent years, few studies have examined the antecedents to interorganizational network portfolios—organizations’ configuration of their relationship networks with other organizations. To address this gap, this study examines how firms’ interorganizational network portfolios vary across three types of ownership structures (i.e., state-owned, private, and multinational enterprises) in China. Cluster analysis of the data on 212 leading firms operating in China revealed two types of network portfolios firms maintain. Specifically, firms maintaining robust cross-sector portfolios had more extensive networks with organizations in the nonprofit and public sectors than firms maintaining limited cross-sector portfolios. Moreover, regression results suggested that firms across different ownership structures had distinct numbers and types of organizational partners, particularly nongovernmental organization (NGO) partners. Theoretical and practical implications are derived from the findings.     

BRINGING PERSONALIZED TIES BACK IN: Their Added Value for Biotech Entrepreneurs and Venture Capitalists Interorganizational Networks

Using a unique data set collected in France among biotech entrepreneurs and their venture capital investors (VCs), we measure the added value of personal relationships at the interorganizational level. Our analyses show that when two entrepreneurs share a personal collaboration tie or a personal friendship tie with a VC investor, the probability of having an advice tie and thus exchange tacit knowledge increases significantly. We confirm the importance of this kind of social embeddedness in the biotech industry where personalized ties––as opposed to institutional and contractual relationships––at the interorganizational level had not yet been examined systematically. Our results suggest that strategies of personalization of exchanges are vital for interorganizational learning. These strategies help entrepreneurs to access resources, participate in knowledge building, and co‐orientate activities in this sector.     

Humanitarian Interorganizational Information Exchange Network: How Do Clique Structures Impact Network Effectiveness?

Humanitarian information coordination and sharing continue to challenge the international community. Interorganizational networks are believed to be a way to improve coordination and collaboration among humanitarian organizations. Although researchers have devoted a considerable amount of time exploring the influence of network structure on network performance and effectiveness, little work has been done in the humanitarian relief field. We use the theoretical lens of social network to investigate the relationship between network cliques and network effectiveness. Data were collected through multiple sources among members of GlobalSympoNet, a community of humanitarian organizations engaged in humanitarian information management and exchange. Our findings suggest that, similar to the public health service delivery sector, network effectiveness can be explained by network integration and network cliques in the humanitarian relief field. We discuss these findings and provide some implications of our research in designing interorganizational networks within the humanitarian relief field.     

Relational collaboration among spatial multipoint competitors

The presence of network ties between multipoint competitors is frequently assumed but rarely examined directly. The outcomes of multipoint competition, therefore, are better understood than their underlying relational mechanisms. Using original fieldwork and data that we have collected on an interorganizational network of patient transfer relations within a regional community of hospitals, we report and interpret estimates of Exponential Random Graph Models (ERGM) that specify the probability of observing network ties between organizations as a function of the degree of their spatial multipoint contact. We find that hospitals competing more intensely for patients across multiple geographical segments of their market (spatial multipoint competitors) are significantly more likely to collaborate. This conclusion is robust to alternative explanations for the formation of network ties based on organizational size differences, resource complementarities, performance differentials, and capacity constraints. We show that interorganizational networks between spatial multipoint competitors are characterized by clear tendencies toward clustering and a global core-periphery structure arising as consequences of multiple mechanisms of triadic closure operating simultaneously. We conclude that the effects of competition on the structure of interorganizational fields depends on how markets as physical and social settings are connected by cross-cutting network ties between competitors.     

Interorganizational network findings from a nationwide cardiovascular disease prevention initiative

ObjectivesTo use network analysis in order to evaluate the effectiveness of interorganizational networks in implementing policy, systems, and environmental interventions for cardiovascular disease prevention throughout the United States.MethodsEvaluators conducted an interorganizational network (ION) survey to examine information sharing and joint planning within organizational relationships in 15 community-based cardiovascular disease prevention partnership networks. Density and betweenness centrality scores at the node- and network-level were calculated for each partnership network using UCINET© network analysis software. Common data patterns were then extracted using a multiple case study format.ResultsNetwork density scores ranged from 0.50 to 1.00 (M = 0.84, SD = 0.14) for information sharing and 0.43–1.00 (M = 0.77, SD = 0.15) for joint planning. Centralization indices ranged from 0.00 to 0.11 (M = 0.04, SD = 0.03), and 0.00-0.17 (M = 0.06, SD = 0.05), respectively. Overall, 73.33 % of communities were successful in meeting their partnership goals.ConclusionsWhen planning and implementing interorganizational networks, high betweenness centrality and more hierarchically structured networks were identified as the most salient partnership characteristics to programmatic success. The network findings were triangulated with previously published qualitative data to provide context. These findings provide valuable insight on how national networks can be designed and leveraged to implement systematic community health projects.     

Interorganizational Groups in Human Services: Environmental and Interpersonal Relationships

Despite the frequent use of interorganizational groups in human services, their performance tends to be uneven. A dual focus on both environmental and interpersonal dimensions is required to understand variations in the development and outcomes of these groups. The author proposes a conceputal framework, grounded in open systems theory, exchange theory, and small group theory, to integrate both external and internal perspectives. Four types of interorganizational groups are identified based on their origin (mandated vs. voluntary) and the source of task structure (externally directed vs. internally developed). The four group types are illustrated with scenarios that highlight potential benefits and concerns. Characteristics of each group type are discussed. Further, administrative and policy guidelines are suggested for improving the performance of each type of group.     

Civil Society Networks: Options for Network Design

Civil society networks are critical actors in international development and social change, even as they are organizationally complex and challenging to design and manage. Network forms of organization may be “neither markets nor hierarchies,” but there is little shared understanding globally about the options that exist for designing interorganizational network structures or the conditions under which different options may be selected. This empirical study of thirty networks across eleven sectors and five global regions contributes a new conceptual framework for categorizing different types of network structures based on the level of interdependence among network members. Findings reveal three distinct network design options, indicate patterns of network development, and suggest several conditions that may influence the design of civil society networks.     

Centrality and power revisited: actor success in group decision making

For many years, network analysts viewed positional centrality as a source of social power. More recently, laboratory studies of exchange networks have called the centrality–power link into question: under zero-sum exchange conditions, the ability of certain actors to directly exploit others has been found to account for power independent of actors' centrality. But most observers believe that in non-zero-sum communication networks, centrality should positively affect power. In this study we examine the effect of centrality on power in a communication network involving group voting on political issues. Using a model in which actors' votes are determined by the strength of their initial positions and the social pressures to which they are subjected, we conduct computer simulations to examine the extent to which actors in various network positions achieve favorable political outcomes. Our findings indicate that the link between centrality and power is highly contingent on the structure of the network. In networks with a central actor and an odd number of subgroups, central actors fail to dominate. In fact, in these networks, when peripheral actors are able to directly influence one another, the central actor becomes the least powerful in the network. In networks with a central actor and an even number of subgroups, however, the central actor dominates even in situations with connected peripherals. The highly contingent effect of centrality on power accords with the findings of exchange theorists who have studied power under zero-sum conditions. This raises questions about the nature of the distinction between communication and exchange networks.     

Influences on the Size and Scope of Networks for Social Service Delivery

Local social service agencies throughout the world have begunencouraging or requiring social service providers to form community-basednetworks for the delivery of publicly funded social services.Little is known, however, about the nature of the resultingnetworks. In this article we develop a model of organizational,programmatic, and community influences on the size and scopeof interorganizational networks for social service delivery.We then apply this theoretical framework to an empirical studyof service delivery networks in the Family Preservation Programin Los Angeles County. Our findings suggest that the availabilityof potential partners in the community, the scope of requiredservices, and the ethnic homogeneity of the client populationare key determinants of network size. We develop the implicationsof the results for theories of partnership formation and formore effective management of network formation processes.     

Positions,Roles, and Dependencies in a Community Interorganization System*

This study focuses on community structure as a network of interorganizational linkages, with an eye toward (1) generating new conceptual schemes to study the community as a social network and (2) developing a methodology to measure new dimensions of community structure. An analysis of structurally equivalent roles is performed in two communities for three organizational resource networks: money, information, and moral support. Global dependencies on resource generator, consumer, and transmitter roles for the money network are analyzed using loglinear models. Local dependencies within the money network are also examined. Finally, the study examines the perceived influence of organizations in community affairs as a function of the organizations' global positions within the community network.     

The Parameters of Agency-School Social Work Educational Planning

Abstract

Reduced financial support and increased service demand have led many human service administrators to undertake coordination activities with other organizations in order to maintain services for clients. Many social work administrators have little understanding of interorganizational theory and techniques. This paper suggests, from a political economy perspective, that interorganizational theory and practice skills should be further developed in the social work administration curriculum. As a step in this direction, the paper first identifies key interorganizational concepts and research. Factors crucial to successful coordination are then summarized, and strategies for promoting successful coordination are detailed, with attention to benefits and costs of each strategy. Finally, the paper describes several alternative ways to integrate interorganizational content in the social work administration classroom and field placement.     

In search of a happy medium: How the structure of interorganizational networks influence community economic development strategies

Routes to economic development attract considerable attention among social scientists, policy makers, and community activists. Increasingly, social scientists examine various attributes of communities, their members, and their natural surroundings that facilitate and inhibit economic development. However, few empirical analyses exist that analyze the impact of a community's network structure on different forms of economic development such as on industrial recruitment and self-development. Using data collected from six communities in Washington State, the impact of a community's interorganizational network structure on industrial recruitment and self-development is examined. Results suggest that different types of network structures are better suited for different economic development strategies. A certain level of cohesiveness among community organizations and institutions are favorable for implementing self-development projects. However for industrial recruitment, networks that are bridging facilitate more types of economic development. While bonding and bridging network structures appear to be at odds with one another, it is possible for communities to increase both forms of economic development by maintaining a certain level of cohesiveness among subcomponents and increasing the number of organizations that serve as cut-points connecting non-redundant sources of information. These findings illustrate the need for communities and local activists to consider a community's network structure when deciding on an economic development strategy.     

The Outposting Method of Community Services: A Multistaged Field Experience

Outposting is an interorganizational method of service delivery that requires an exchange relationship between an initiating agency and a host setting, for the benefit of third-party clients. This paper reports its experimental adoption as a graduate field training modality at a school of social work. Consideration is given to the contractual relationships among the parties, and to the learning objectives and outcomes. It focuses on problems of dual agency orientation and the integration of outposting with outreach and multiple advocacy. It confirms that outposting is a flexible service modality most appropriate in times of turbulence and social change.     

Nonprofit and public sector interorganizational collaboration in disaster recovery: Lessons from the field

Recent disasters have identified that interorganizational collaboration is often fraught with complexity. This article explores interorganizational collaboration in the nonprofit and public sectors during the disaster recovery efforts after a catastrophic flooding event. Based on a series of in‐depth interviews with practitioners involved in the recovery following a flooding event, the findings offer insights into the barriers and mechanisms used to facilitate collaboration. In disaster recovery, collaboration is reliant on established interorganizational structures and trusting relationships. Role clarity is the link between these two characteristics, and this article posits the association between this and the concept of swift trust to facilitate collaboration. Theoretically, this article extends an existing multidimensional model of collaboration into the context of emergency management. Importantly, it also offers a tangible output for industry in the form of an aide‐mémoire for collaborating in disaster recovery.     

Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

Increasingly, nonprofit organizations engage in interorganizational collaboration to address large‐scale social problems. Scholarship typically focuses on the characteristics of both within‐sector and cross‐sector partnerships of two collaborating organizations or all partnering organizations involved in a collaboration, but we know little about the patterns of interorganizational relationships that single nonprofit organizations maintain. This research draws upon surveys from 452 nonprofits and introduces nonprofit network portfolios, which we define as the number, integration, intensity, and duration of relationships that nonprofits purposefully develop with other organizations. Using 12 network measures, Ward cluster analysis revealed three distinct network portfolios: restricted within‐sector (n = 319, 70.58%), which included limited collaboration and prioritized within‐sector partnerships; robust within‐sector (n = 80, 17.70%), which included more nonprofit partnerships than restricted within‐sector portfolios; and cross‐sector (n = 53, 11.72%), which had a rich assemblage of integrative partnerships with nonprofits, businesses, and government agencies. Further, nonprofits that maintained each type of portfolio differed in their revenue and social mission, suggesting these factors are related to the types of collaboration that nonprofits maintain. This study makes contributions to existing research on interorganizational networks and cross‐sector collaboration and suggests practical and policy implications for nonprofit network management.     

Interdisciplinary and Interorganizational Concerns in the Development of Technology for Physically Disabled Persons

This paper focuses on interdisciplinary and interorganizational concerns which are involved in the development of technology which will be of use to physically disabled persons. The paper is divided into five parts: (1) The concepts, 'interdisciplinary' and 'interorganizational' are described and defined. (2) Then, a number of concerns and problems involved in interdisciplinary and interorganizational work are identified. (3) From parts 1 and 2, an interdisciplinary/interorganizational framework is developed. (4) This framework is then used to analyze some problems and to examine possible solutions, focusing on the development of technology for physically disabled persons. (5) The paper ends with conclusions and recommendations.     

A Nash bargaining model for simple exchange networks

Starting from exogenously given negotiation networks, sociological exchange theories explain bilateral divisions of fixed surpluses (e.g., cake, dollar) as consequences of the partners’ structural embeddedness. In accordance with the available experimental evidence, we focus on simple exchange networks and present a formal model for predicting profit splits from such structures. In contrast to other approaches, we combine the generalized Nash bargaining solution from game theory with the assumption that both relational features and network positions affect exchange outcomes. The resulting point predictions for profit splits correspond closely with experimental results obtained by Cook et al. [Cook, K.S., Emerson, R.M., Gillmore, M.R., Yamagishi, T., 1983. The distribution of power in exchange networks: theory and experimental results. American Journal of Sociology 89, 275–305], Lovaglia et al. [Lovaglia, M.J., Skvoretz, J., Willer, D., Markovsky, B., 1995. Negotiated exchanges in social networks. Social Forces 74, 123–155], Markovsky et al. [Markovsky, B., Willer, D., Patton, T., 1988. Power relations in exchange networks. American Sociological Review 53, 220–236], Simpson and Willer [Simpson, B., Willer, D., 1999. A new method for finding power structures. In: Willer, D. (Ed.), Network Exchange Theory. Praeger, Westport, CT, pp. 270–284], Skvoretz and Fararo [Skvoretz, J., Fararo, T.J., 1992. Power and network exchange: an essay toward theoretical unification. Social Networks 14, 325–344], Skvoretz and Willer [Skvoretz, J., Willer, D., 1993. Exclusion and power: a test of four theories of power in exchange networks. American Sociological Review 58, 801–818] as well as Yamagishi et al. [Yamagishi, T., Gillmore, M.R., Cook, K.S., 1988. Network connections and the distribution of power in exchange networks. American Journal of Sociology 93, 833–851].     

The social processes of interorganizational collaboration and conflict in nonprofit organizations

This article takes a qualitative approach to research in advancing knowledge of the social process by which interorganizational relationships are established and nurtured in nonprofit organizations. The findings reveal that a balance of dependence and autonomy is needed for initiating interorganizational relationships. These relationships are stabilized at the interpersonal level through positive attributes (attitudes, perceptions, and trust) and interpersonal ties of individuals representing their organizations. Sources of conflict, such as value differences, divergent goals, and personality clashes, also influence the working relationships of these organizations.