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.     

Exchange and Power in Networks of Interorganizational Relations*

An extension of the exchange model for the analysis of interorganizational relations is developed, incorporating into the model recent developments in exchange theory. Organizational interactions are viewed as networks of exchange relation, and various forms of interorganizational activity such as merger and coalition or alliance formation are analyzed in relation to power and position in the network. Linkages between various types of exchange networks and what economists refer to as market structures are examined. Finally, previous criticisms of exchange formulations are reviewed, and directions for future theoretical and empirical work concerning networks of interorganizational relationships are discussed.     

Getting to yes … or no: Nonprofit decision making and interorganizational restructuring

This article explores the decision‐making process nonprofit organizations use to determine whether to pursue merger or other forms of interorganizational restructuring. The research uses a case study design, analyzing four examples of interorganizational restructuring. The findings describe both the structure and the characteristics of the processes used in four cases. The research found that the decision‐making processes used in the four cases had several core elements. Participants in restructuring customized decision‐making processes to meet their needs, and power dynamics shaped those processes. Findings about the characteristics of the process emphasize the importance of communication and trust. How partners used power affected the decision‐making process and had implications for postmerger success. Decision‐making processes for cases involving two partners exhibited characteristics that were different from those involving multiple partners. Future research should consider the role of trust in restructuring decisions and the responsibilities of board and staff in the restructuring assessment process.     

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.     

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 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 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.     

The protection of children's rights as ceremony and myth:: A critique of the review of institutional placements in Quebec and Ontario

The establishment of mechanisms to review the institutional placements of children is important for the protection of clients' rights. This article suggests that formal review processes can become forums or media for conducting ceremonies which establish and perpetuate the myth of justice and appropriate service provision. The reviews of institutional placement in Quebec and Ontario are described. The underlying principle of the processes in both provinces is identified as “escape from conflict.” The article concludes with the suggestion that, in order to be meaningful, a review process must induce the public expression of interprofessional and interorganizational disagreements. It must also address the disparities of power between children/families and professionals in a way that will allow the actual participation of clients in central decision-making processes.     

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.     

Interlocks in the Netherlands: Stability and careers in the period 1960–1980

The article is oriented towards the dynamics behind the network of interlocking directorates. In the interorganizational perspective the stability of different types of interlocks/lines between corporations is of strategic importance; in the intraclass perspective, the carriers of persons. The article therefore analyzes both. It shows that particularly primary interlocks (interlocks between the corporation in which the multiple director has an inside position and the other corporations in which he has outside positions) as well as multiple interlocks between corporations are considerably more stable than other interlocks. They are most likely being used for interorganizational purposes. Most of the interlocks however are generated by a very specific career pattern in which an executive position in a large corporation is almost a prerequisite to obtain many directorships.     

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 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 evolution of interorganizational trust in cross‐sector collaborations: Two comparative cases from China

This study views interorganizational trust as a dynamic process and examines it in two cross‐sector collaborations in community development. Based on in‐depth case study, we conceptualize the evolution of interorganizational trust into four distinct stages: initial propensity, boundary spanning, diffusion and normalization. The findings show that sustainable cross‐sector collaboration requires the full evolution of interorganizational trust. The findings also highlight the importance of internal motivation and the participation of third parties. In addition, while formal rules contribute to rational trust, informal rules arising from interactive experiences can complement formal rules and promote emotional trust.     

Factors Influencing Interorganizational Collaboration within a Disaster Relief Context

Despite the need for interorganizational collaboration within a humanitarian setting in recent years, there are a considerable number of challenges to efficient collaboration among humanitarian organizations (HOs) operating after natural disasters. Up to this point, scholars have explored the inhibitors and drivers of collaboration in a number of papers and reports that have primarily served to provide a list of factors that influence collaboration within a disaster relief context. Since each list is partial or limited, we conducted this meta-study to advance and frame knowledge on collaboration among HOs, to trace the gap of the literature and to initiate further studies on this topic. Our systematic literature review proposes a categorization of the factors influencing collaboration among HOs. It contains three clusters of factors: (1) contextual factors; (2) interorganizational factors; and (3) inner-organizational factors. In the last section, we elaborate on opportunities for future research on collaboration among HOs.     

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.     

The concept of horizontal hierarchy and the organization of interorganizational networks: A comparative analysis

This paper is an attempt to describe the organization of interorganizational fields with the concept of horizontal hierarchy. It specifies certain structural properties of interorganizational field based on different types of linkages between organizations, and develops testable hypotheses by focusing on the interrelationships between the properties of these linkages within the conceptual definition of horizontal hierarchy. These hypotheses are later tested on data collected from manpower organizations in 17 communities of a large midwestern state.     

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.     

Desperately seeking fusion: on 'joined-up thinking', 'holistic practice' and the new economy of welfare professional power

This paper argues that social welfare research on joined-up thinking is underpinned by two theses. The 'systemic move' thesis suggests that joined-up thinking is needed to fill gaps in welfare service provision arising from a lack of interorganizational co-ordination. The 'epistemological move' thesis advises that joined-up thinking is needed to overcome deficiencies in the institutional division and distribution of welfare knowledge. Both theses macro-systematize blame for previous social welfare failures, and both are teleological because they present joined-up thinking as a progressive solution that results in a more effective (and thus less fallible) welfare system. In this paper, I argue thatjoined-up thinking can also create a new economy of welfare professional power. First, I show how some versions of 'joined-up' thinking manifest themselves in holistic practices that can 'see everything', 'know everything' and 'do anything', and thus a 'holistic power' to discipline and control every aspect of welfare recipients lives. Since holistic power is seen as infallible, its failure to produce 'active bodies' necessitates the creation of secondary 'joined-up powers' that individualize blame and exclude those to blame from welfare resources. These 'secondary powers' match the social disciplines enforced by one welfare agency (e.g. the responsibility to work enforced by the employment service) with legal rights under another agency (e.g. the right to housing from social landlords), so that breach of the former leads to exclusion from the latter. I conclude that this power strategy is primitive and punitive because it simply excludes welfare recipients. Exclusion is also uneconomic because it pushes welfare recipients into the shade of welfare institutional power.     

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.     

Microstructural analysis in interorganizational systems

This paper argues that network analyses of interorganizational relations should begin by examining the way in which relations are organized at the local level. It posits that systematic departures from random models for dyad and triad censuses should be found before interpreting structural patterns isolated by analytic techniques concerned with overall network structure. Three principles of organizational bonding (resource inequality, reciprocity, and redundancy) are identified, and the implications of these for dyadic and triadic microstructures are detailed. Particular attention is given to differentiating between microstructural patterns to be anticipated when a system consists of autonomous actors approximately equal in power and resources and those expected when a system is highly centralized.