Hypernetwork sampling: Duality and differentiation among voluntary organizations

One of the recurrent problems in the study of social organization is that survey researchers are forced to study individuals, while they are often interested in hypotheses about organizations or systems of organizations. This paper offers some methods which allow survey researchers to address hypotheses about the relations generated among individuals by organizations, the organizations themselves, and the relations among organizations. Estimators are developed for the number and size distribution of organizations in communities, the density of relations among individuals generated by organizations, the number and density of interorganizational linkages, and the amount of membership overlap among organizations. This approach combines Granovetter's idea of network sampling with Breiger's notion of the duality of persons and groups to produce a quantitative approach to the study of voluntary organization. We provide an illustration of the methods we develop by testing two of Blau's structural hypotheses on data concerning voluntary organizations. The hypotheses that structural differentiation increases with system size and that this increase is at a decreasing rate are strongly supported. The paper closes with some suggestions for further elaborations of the hypernetwork approach.     

The use of antidepressant medications in substance abuse treatment: the public-private distinction, organizational compatibility, and the environment

Many studies of innovation adoption in health care organizations focus either on organizational characteristics or the institutional environment, but not both. Furthermore, these perspectives are rarely employed simultaneously in both public and private health care organizations. This research considers the public-private distinction, organizational compatibility, and interorganizational referral relationships in the use of selective serotonin reuptake inhibitors (SSRIs) by substance abuse treatment organizations. Using data from nationally representative samples of 363 publicly funded and 403 privately funded substance abuse treatment centers, a four-category typology of public and private organizations initially predicted variation in SSRI use. However some differences were no longer significant once organizational and environmental characteristics were added to the statistical model. These data support hypotheses about the associations between organizational characteristics and SSRI use as well as hypotheses regarding the external environment. Future research should continue to integrate both internal and external factors in theoretical explanations of innovation adoption.     

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.     

A Collaborator Profile for Executives of Nonprofit Organizations

This study involving ninety‐two nonprofit executive directors who engaged in separate interorganizational collaborations investigated the relationship between a select number of individual characteristics (personality and demographic) and perceived collaboration outcome (successful or unsuccessful). The collaborator profile that resulted suggests that directors who are predisposed to perceiving their respective collaborations as successful are extravert, feeling males who have high role ambiguity and low role boundary occupational stress. Given the increasing need for nonprofit organizations to collaborate with other organizations, it is important for nonprofit executives and their boards to be cognizant of some key factors that can lead to successful interorganizational collaborations.     

Old friends and new acquaintances: Tie formation mechanisms in an interorganizational network generated by employee mobility

This study investigates mechanisms of tie formation in an interorganizational network generated by the mobility of employees between organizations. We analyze a data set that contains information on all organizations in the Stockholm metropolitan area between 1990 and 2003. We show that the formation of new ties is contingent upon the direction of past ties, and that most connections occur at an intermediate geodesic distance of 2 and 3. The findings highlight the importance of tie direction and indirect connections in research on network dynamics and knowledge exchanges stemming from the mobility of employees across organizations.     

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.     

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.     

Corrupt Organizational Hierarchies in the Former Soviet Bloc

Increasing scale and scope of corruption in the former Soviet Bloc, as well as numerous other countries, urges better understanding of the problem within the context of socio-economic transformations as it touches upon issues of organizational structures. This paper presents an overview of the research on corruption in organizations and develops models of corrupt organizations, including the vertical structure, the horizontal structure, and the hierarchy, as applied to transition economies.     

Tools for Collaboration: Using and Designing Tools in Interorganizational Economic-Crime Investigation

Economic-crime investigation in Finland is in transition from hierarchically organized, sequential collaboration between authorities toward parallel, interorganizational collaboration. This article describes the tools used and developed for managing the new collaborative economic-crime-investigation process. The challenge is to find interoganizational investigative tools that are flexible enough to shift between vertical use within and horizontal use across organizations. Local construction is often needed in collaborative networks, otherwise the tool never meets the needs of the divergent users. A good tool is sensitive enough to adapt to local settings, and robust enough to be transferable to other contexts. In this article, I give empirical examples of how the challenge is met in the economic-crime investigation cases followed from 1999 to 2002. The findings suggest that the standardization of tools does not take place merely from the top-down, and that something new is emerging: collaborative standardization of local innovations.     

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.     

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.     

The Policy Outputs and Conflicts of Large Communities from an Interorganizational Viewpoint

Abstract

An interorganizational framework is employed to merge elitist, pluralist, and dialectic perspectives on the community in this pilot study of 36 large United States cities.

An interorganizational framework is employed to merge elitist, pluralist, and dialectic perspectives on the community in this pilot study of 36 large United States cities.

Where organizations fail to abound, power may be wielded by an organized elite over an unorganized mass, thereby creating the conditions of polarized conflict, undampened by the crosscutting and issue-specific lines of coalition and conflict existing in organizationally richer environments. The indicators of community decentralization did indeed have independent effects upon the absence of conflict, measured by flouridation of the municipal water supply.

Decision by coalition lends special significance to linkage-providing organizations, such as large-scale and diversified municipal government. The idea of organizations with plural interests and values suggests that centralized governments either are weak or exist in organizationally barren communities; neither alternative is conducive to collective community action. The finding follows that seven different community outposts, each one requiring interorganizational cooperation, were positively affected by the scale and diversification of municipal government and/or by its decentralization.

All of this suggests that various small conflicts serve to prevent large ones in the multiorganizational setting and that the power of organizations, even government agencies, depends upon their capacity for coalition-formation, whatever the degree of their political autonomy.     

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.     

Women’s Voluntary Organizations in Canada: Bridgers,Bonders, or Both?

Using a sample of 645 voluntary organizations in Canada, this study explores the differences between women’s voluntary organizations and gender-neutral organizations in their propensity to form a bridging or a bonding interorganizational relationship. The results suggest that not only do women’s organizations in Canada collaborate more than gender-neutral organizations, but also the tendency to have bridging or bonding relationships is significantly different. The factors predisposing women’s organizations to have collaborators inside or outside their network seems to be affected by how much the environmental changes in Canada impact their survival and whether the nature of the causes they support makes them an attractive partner. For gender-neutral organizations the tendency to bridge or bond seems to relate more to traditional organizational characteristics, such as size and staffing efficiency.     

Negotiating Interorganizational Orders*

Strauss' (1978) negotiation paradigm is used to analyze interorganizational relations leading to development of a complex of eleven rehabilitation agencies. Analysis is based on records over a twenty-five year period and four years of participant observation and interviewing. The structural context for the negotiations is described in terms of over-lapping societal, communal, interorganizational, organizational, and interpersonal levels. The analysis points out the importance of covert, informal negotiations to interorganizational relations. The negotiators who initiated the process employed a strategy of multiple-linked negotiations in which they attempted to select negotiators from the other organizations and the issues to be negotiated. Stakes were manipulated according to a cost-reward-involvement formula. Problematic issues were dealt with in informal covert negotiations which preceded overt negotiations in a peer type council. Consideration of the negotiation process aids in understanding several problems in interorganizational relations: power and autonomy and the consequences of interlocking directorates. The negotiated order approach suggests several lines of additional research.     

Competing nonprofit organizations also collaborate

Cooperation among voluntary organizations is examined from the perspective of an Israeli project in which local voluntary organizations formed a joint forum. An analysis of questionnaires filled in by members of nine such bodies (“roundtables”) shows that cooperation among voluntary organizations may be functional in nature and not necessarily based on common goals. The degree of independence of the organizations did not affect their cooperation, but it influenced the way they looked on the “convenor” (external change agent), who played an important role in the process of interorganizational cooperation. The authors show that competition and cooperation are not mutually exclusive among voluntary organizations.     

Interorganizational Conflict in the Southern Civil Rights Movement

Moderate social movement organizations (SMOs) often denounce radical SMOs for statements and actions that threaten to alienate potential sources of external support. This paper analyzes the development of such interorganizational hostility in the Southern civil rights movement over the issues of Communist participation, the Vietnam War, and black power. In demonstrating how the moderate SMOs' perceived need for external support aggravated divisions over these issues, this paper calls attention to a major source of interorganizational hostility in the movement that previous work has overlooked.     

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.     

MEASURING THE INTERDEPENDENCE OF MULTINATIONAL FIRMS' FOREIGN INVESTMENTS

Earlier work found evidence for geographic linkages of aggregate foreign direct investment across countries and country‐pairs. From a theoretical point of view, such linkages at the macroeconomic level may root in between‐firm as well as within‐firm linkages and originate from information spillovers across or within firms in exploring unknown markets, and vertical linkages between production plants across different locations within the firm. We use data on the universe of German multinational enterprises (MNEs) to empirically explore how marginal investments at one foreign affiliate depend on investments at other affiliates within the same MNE. The empirical approach employs two channels or modes of cross‐affiliate interdependence: mere geography (capturing horizontal linkages through correlated learning and horizontal competition within the firm) and input–output relationships within or across industries (which capture vertical linkages). Adding to earlier findings at the aggregate level, we find evidence of a significant interdependence of investments within the firm. In the firm‐level data at hand, vertical linkages appear to be more important than horizontal ones. Investments at one location tend to stimulate investments at other locations of the same MNE, particularly if input linkages are strong. The opposite seems to be true for output linkages. Beyond vertical linkages, mere geographic proximity matters only to a minor extent. This suggests that evidence of linkages through geographic closeness at aggregate data levels accrue mainly to reasons of vertical linkages within networks of affiliates. (JEL C31, D22, F21, F23, F68, G31, H32)     

Interorganizational influences on the founding of african american organizations, 1955–1985

This paper examines the relationship between traditions of social action and patterns of organizational development, using data on the formation of national African American protest, advocacy, and service organizations between 1955 and 1985. Following research in organizational ecology, Poisson regression is used to examine the association between organizational density and organizational formation across strategic forms. The results provide some support for the idea that interorganizational influences are important in shaping the contours of the African American social movement industry. Outside funding, internal organizational capacities and protest levels also play a significant role.An earlier version of this paper was presented at the 1992 annual meeting of the Eastern Sociological Society.