Issues Management Mediation of Linkages Between Environmental Complexity and Management of the Public Relations Function

Issues management (IM) is the process that allows organizations to know, understand, and interact effectively with their environments. In this study, the approach to IM practices in organizations is posited to mediate the relation between perceived environmental complexity and the type of public relations practiced in organizations. Outer directed IM is a proactive, open-systems approach based on symmetrical presuppositions that uses IM instrumentally to make strategic decisions. Such an approach to IM is fostered by participative organizational cultures. When organizations face complex environments, outer directed IM and participative organizational culture increase the involvement of public relations practitioners in dominant coalition decision making. This, in turn, is positively related to practitioner enactment of the manager role. A study of public relations practitioners and IM specialists (N = 182) within large U.S. corporations confirmed the mediating influence of outer directed IM and participative culture on public relations practices.     

Walk the Walk but Don't Talk the Talk: The Strategic Use of Color‐Blind Ideology in an Interracial Social Movement Organization

In this study, I examine the strategies interracial organizations use in the twenty‐first century, where color‐blind ideology dominates. Much theoretical work on racism examines how it has evolved during different historical periods, but this work does not address how these changing forms of racism affect social movement organizations, particularly those on the left. While the literature on color‐blind ideology has examined how it is expressed by African Americans and European Americans separately, my work investigates how color‐blind ideology operates when European Americans and people of color are working together in the same organizational setting. Studies of social movements have examined how organizational culture affects strategies but have neglected how external racist culture and color‐blind ideology impacts organizational strategies. Findings from 3 years of ethnographic data collected on an interracial social movement organization and its corresponding coalition suggest that activists in interracial organizations use racism evasiveness strategically to maintain solidarity. I conceptualize racism evasiveness as the action resulting from color‐blind ideology within a larger system of racism. While activists perceive advantages to these strategies, there are also long‐term negative consequences. Without explicitly naming and addressing racism, progressive organizations may be limited in their ability to challenge systemic racism.     

How organizational research can avoid the pitfalls of a co-optation perspective: analyzing gender equality work in Austrian universities with organizational institutionalism

The concept of co-optation offers vocabulary to discuss how concerns and demands of feminist movements are transformed on their way to, and within, mainstream organizations and policymaking. However, applications of this concept can have problematic implications, failing to grasp the complexity of social change efforts and contributing to divisions, rather than alliances, between different groups that work and fight for gender equality. This article argues that conceptual tools from organizational institutionalism can help to avoid these pitfalls by capturing the ambivalence of organizational change initiatives, and allowing us to identify not only counterintentional effects, but also subtle and unexpected opportunities of organizational gender equality work. I illustrate my arguments with empirical examples from research on gender equality work in Austrian universities.     

Organizational Political Economy and Environmental Pollution

Environmental scholars have made important progress explaining the social forces associated with pollution. Although important exceptions exist, insufficient attention has been given to organizations, which is where most environmental pollution is produced. Even less attentions has been given to parent companies, which have ultimate decision‐making authority over their polluting facilities. To file this gap in the literature, this paper develops an organizational political economy perspective to advance our understanding of how organizational and political‐legal arrangements affect parent companies' capacity to externalize their pollution costs to society. Organizational political economy maintains that corporations' organizational complexity, financial characteristics, management operating systems, political embeddedness in subnational states, and the degree of compliance with national and subnational environmental policies affect their capacity to externalize pollution costs. This perspective also shows how the exercise of organizational power to externalize pollution costs subsidizes the managerial and investor classes by the middle and working classes, whose taxes pay for a large share of environmental clean‐up costs, thereby contributing to economic inequality that goes beyond standard inequality measurements.     

Children, families, and mental health service organizations: cultures in conflict

This paper applies the concepts of culture, organizational culture, and culture conflict to a study of relationships between children, their families and a number of mental health and other social service organizations. The culture of a specific children's mental hospital ward is examined and a sample of 12 patients is followed on their course through the service system (pre- and post-hospitalization). A cultural interpretation of current mental health service delivery problems is suggested.     

Organization and Management in the Third Sector: Toward a Cross‐Cultural Research Agenda

Third sector organizations in the industrialized and the developing world—and particularly the subset of third sector organizations known as development nongovernmental organizations (NGOs)—are becoming more culturally diverse in internal staff composition, management styles, and working environments. Although cultural issues have been largely absent from the nonprofit and the NGO research literatures, the organizational implications of societal culture and organizational culture are widely debated within other research fields. This article proposes a closer engagement between third sector management research and the wider study of cross‐cultural organizational issues within anthropology, development studies, and management theory. It argues that such an exchange is necessary if third sector organizational research agendas are to include changing organizational landscapes effectively, and the article concludes with some ideas for future research.     

ORGANIZATIONAL CULTURE AS CONTESTED GROUND IN AN ERA OF GLOBALIZATION: WORKER PERCEPTIONS AND SATISFACTION IN THE USPS

Many prior efforts have examined the personal characteristics of workers or the structural features of an organization that impact job satisfaction. By contrast, we examine organizational culture in the context of "high-performance work systems." We analyze the organizational culture of the United States Postal System, as it is presented in key organizational documents and perceived by workers. It is argued that a viable theory of job satisfaction in the modern workplace must treat worker perceptions, which spring from an organizational culture that is both prescribed and lived.     

The Organizational Demography of Japanese Environmentalism*

Although a macro‐organizational perspective has become increasingly commonplace in social movement analyses, few studies examine the full spectrum of organizations in any single social movement industry (SMI). Utilizing a unique source of data on Japanese environmental movement organizations, we compare characteristics of groups focused primarily on environmental issues with those for whom environmental issues are part of a larger multi‐issue focus. We then profile across distinct, and theoretically important, organizational domains to assess how local, prefectural and national groups compare on a variety of organizational attributes, including: size, membership type, tactics and activities, and issues. We conclude by discussing the implications of our findings for understanding both Japanese environmentalism and the structure of SMIs generally.     

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.     

Changing Issue Representation among Major United States Environmental Movement Organizations*

Abstract Histories of the environmental movement have emphasized the importance of a shift in focus from those issues traditionally associated with the movement, such as resource and wildlife protection, towards “new” quality of life issues, such as environmental pollution and its human health effects. Here, time‐series data between 1970 and 2000 on the issue agendas of fifty leading environmental movement organizations (EMOs) are used to empirically assess the veracity of this hypothesized shift. Results indicate that while there is dramatic growth in the salience of new environmental issues, those issues traditionally associated with the environmental movement continue to dominate the collective agendas of major EMOs. Further, new environmental issues are most likely to be represented in organizational fields composed of smaller EMOs on average.     

Corporate social advocacy or social issues management? Examining state flagship universities’ responses to the killing of George Floyd

Colleges and universities are social institutions often called on to speak about socio-political issues (e.g., racism). Critics have suggested that when responding to instances of racism on their campuses, institutional leaders often ignore the racist acts and harm caused and focus their discourse on diversity and inclusion. Considering this critique, this study examined how state flagship universities in the United States (U.S.) responded to the killing of George Floyd through the lenses of social issues management and corporate social advocacy (CSA). Through my critical thematic analysis of all 50 U.S. state flagship universities’ initial public statements, I forward three key findings: (1) institutions constructed Floyd’s killing as an example of racism; (2) through their statements institutions localized the issue by focusing on their values or centering marginalized community members’ experiences; and (3) the majority of institutional responses functioned to reinforce the individualistic logics of whiteness. Based on these findings, I argue that to advance research on organizational communication about social issues, CSA should be considered beyond overt statements for or against issues and suggest that as organizations discuss socio-political issues their communication may reinforce hegemonic ideologies and create paradoxes for their marginalized publics. I conclude by proposing an approach to social issues management that could be used by organizations seeking to promote social justice.     

Beyond organizational ties: foundations of persistent commitment in environmental activism

ABSTRACT

Movement scholars commonly treat persistent commitment as an aspect of activism that is set in motion when recruits join a group or organization. To investigate the phenomenon of sustained activist commitment that exists separately from or in addition to organizational membership, I examine activist commitment to environmental causes. I base this analysis on thirty open-ended interviews, averaging eighty minutes, with activists whose persistent commitments to environmental causes range from ten to fifty years. I (a) identify patterns that long-term environmental activists express in their personal biographies and activist trajectories, (b) generate insights about commitment mechanisms that exist independently of organizational membership, (c) discuss how existing conceptions of activist commitment might be extended. I recommend that scholars look beyond organizational ties to pinpoint specific mechanisms that produce and sustain activist commitment to causes. I find that committed environmental activists link their activism to strong connections with nature, biographical influences, individual tactics, and personal missions rather than to organizations.     

Selecting a Computer-Based System to Assist Fund-Raising and Development Operations

Abstract

Increasingly, non-profit organizations and agencies must turn to the private sector to raise money to finance their work, and to increase the scope of their services. Computer software is available to assist and enhance organizational development efforts involving direct mail, “events,” and broadcast appeals. Social Work professionals may be responsible for selecting software systems for their agencies. What functions should such software perform? What criteria should it meet? The software should contain features that support each stage of a development cycle, manage mailing lists, provide financial and fund-accounting functions, produce letters and other communications, and generate statistics and reports for management control. Each of these functions is examined in some detail, as considerations to bear in mind when evaluating systems are discussed.     

Organizational sensegiving: Indicators and nonprofit signaling

Resource acquisition depends upon the agreement between an organization's sense of identity and the perceptions of organizational identity held by resource providers. To smooth the flow of resources and buffer against potential issues, organizations seek to manage external perceptions and, to the extent possible, control their organizational identity. Using exploratory factor analysis, we examine the data from 300 GuideStar profiles to develop a sense of how nonprofit organizations “give sense” to resource providers and attempt to manage their organizational identity. We find evidence of three sensegiving strategies. We then use a seemingly unrelated regression model to examine the relationship between these strategies and revenue outcomes, finding evidence that (a) nonprofit organizations demonstrate intentional sensegiving, and (b) different sensegiving approaches are related to different income streams.     

Size in Residential Service Organizations*

Data from 23 alcoholism halfway houses are analyzed to assess the relationship of four aspects of organizational size to three levels of organizational functioning. As identified by Kimberly (1976), the dimensions of size are (1) personnel, (2) inputs/outputs, (3) physical capacity, and (4) amount of discretionary resources. The three levels of organizational analysis are (1) internal (reflecting social control issues), (2) external (organization-environment relations), and (3) socio-technical (core technology issues). The amount of discretionary resources, followed closely by personnel size, is the dimension of size most relevant to all three aspects of organizational opcrations. Contrary to expectations, input-volume (or number of residential clients) was related negatively both to a more differentiated internal structure and to supportive organization-environment relations. Also unexpected, client-size had little relationship to the programming or staffing aspects of the core technology. Physical capacity (number of client beds) was the least significant aspect of size for this sample of organizations. Additional analyses of size as a multi-dimensional concept and refinement in theories relating size to the structure and operations of residential service organizations are needed.     

A contingency approach to nonprofit governance

A number of contingency factors may be relevant for effective nonprofit organizations and their boards. Although all boards must fulfill certain critical roles and responsibilities, strategic choices can be made about adopting different governance configurations or patterns. These choices can be meaningfully informed by understanding organizational contingencies such as age, size, structure, and strategy—and, even more important, by external contingencies and environmental dimensions such as degree of stability and complexity. This article extends or layers contingency thinking beyond its traditional focus on an alignment between the external environment and the organization's structure to focus as well on the alignment of the organization's governance configuration with its structure and environment. Structural contingency theory in general, and specifically within nonprofits, is reviewed. Two cases are presented of organizations that used an approach based on contingency theory in an action research process to examine and change their governance configurations. The steps they followed may help other nonprofits adapt their governance structures and practices and fulfill their responsibilities for board assessment and reflection.     

Evaluation capacity building in the nonformal education context: Challenges and strategies

Policymakers’ demand for increased accountability has compelled organizations to pay more attention to internal evaluation capacity building (ECB). The existing literature about ECB has focused on capacity building experiences and organizational research, with limited attention on challenges that internal evaluation specialists face in building organizational evaluative capacity. To address this knowledge gap, we conducted a Delphi study with evaluation specialists in the United States’ Cooperative Extension Service and developed a consensus on the most pervasive ECB challenges as well as the most useful strategies for overcoming ECB challenges. Challenges identified in this study include limited time and resources, limited understanding of the value of evaluation, evaluation considered as an afterthought, and limited support and buy-in from administrators. Alternatively, strategies found in the study include a shift in an organizational culture where evaluation is appreciated, buy-in and support from administration, clarifying the importance of quality than quantity of evaluations, and a strategic approach to ECB. The challenges identified in this study have persisted for decades, meaning administrators must understand the persistence of these issues and make an earnest investment (financial and human resource) to make noticeable progress. The Delphi approach can be used more often to prioritize ECB efforts.     

Reducing turnover is not enough: The need for proficient organizational cultures to support positive youth outcomes in child welfare

Objective

High caseworker turnover has been identified as a factor in the poor outcomes of child welfare services. However, almost no empirical research has examined the relationship between caseworker turnover and youth outcomes in child welfare systems and there is an important knowledge gap regarding whether, and how, caseworker turnover relates to outcomes for youth. We hypothesized that the effects of caseworker turnover are moderated by organizational culture such that reduced caseworker turnover is only associated with improved youth outcomes in organizations with proficient cultures.

Methods

The study applied hierarchical linear models (HLM) analysis to the second National Survey of Child and Adolescent Well-being (NSCAW II) with a U.S. nationwide sample of 2346 youth aged 1.5- to 18-years-old and 1544 caseworkers in 73 child welfare agencies. Proficient organizational culture was measured by caseworkers' responses to the Organizational Social Context (OSC) measure; staff turnover was reported by the agencies' directors; and youth outcomes were measured as total problems in psychosocial functioning with the Child Behavior Checklist (CBCL) completed by the youths' caregivers at intake and at 18-month follow-up.

Results

The association between caseworker turnover and youth outcomes was moderated by organizational culture. Youth outcomes were improved with lower staff turnover in proficient organizational cultures and the best outcomes occurred in organizations with low turnover and high proficiency.

Conclusions

To be successful, efforts to improve child welfare services by lowering staff turnover must also create proficient cultures that expect caseworkers to be competent and responsive to the needs of the youth and families they serve.     

Transforming a nonprofit work environment for creativity

As many nonprofit organizations struggle to maximize the use of their resources while simultaneously handling more complex social problems, creativity becomes especially important. It is the necessary first step required for innovation, which provides agencies with the upper hand in many areas of organizational management. It has been suggested that certain work environments can contribute to increased levels of creativity. So it is important that the managers of nonprofit organizations have tools that allow them to develop a work context that enhances employee creativity. This article presents a study where one such tool—concept mapping—was used in the process of transforming a work environment. Qualitative and quantitative data showed that the transformation efforts contributed to major changes in the organization's culture, leadership's attitudes and behaviors, coworker relationships, and the physical work environment, which in turn contributed to positive organizational outcomes.     

Casa de Esperanza [Part B]

When nonprofit organizations make significant changes in mission, there are many issues of organizational structure and culture that must be re‐examined and re‐aligned. As the second segment in the case of Casa de Esperanza illustrates, there are many human issues that must be navigated by leaders making such changes. Case B illustrates the challenges that must be confronted as leaders embrace the agency's identity as a community‐based Latina organization, rather than a government‐funded domestic violence organization. The case describes the management planning and implementation processes, including changes in leadership, programming, and operations. Staff responses to these changes are also stressed, revealing the very human elements of organizational change. © 2004 Jodi Sandfort