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Provan, Keith G.; And Others – Administrative Science Quarterly, 1980
An interorganizational network consisting of one United Way organization and 46 of its member agencies was studied to determine whether power relations within the network were modified by various linkages between the agencies and other elements in the community upon which the United Way organization depends for its survival. (Author)
Descriptors: Agency Cooperation, Networks, Organizations (Groups), Power Structure
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Jenkins, J. Craig – Administrative Science Quarterly, 1977
The recent emergence of a novel form of social-change activity, professionalized reform, is studied using the National Council of Churches as an example. A revised theory of organizational transformation is advanced, specifying the conditions under which oligarchy emerges and supports a transformation of organizational goals in a radical…
Descriptors: Leadership, Objectives, Organization, Organizational Change
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Boje, David M.; Whetten, David A. – Administrative Science Quarterly, 1981
Uses data from a survey of 316 social service agencies in 17 communities to examine factors affecting the influence attributed to an organization, including the organization's centrality in a resource network, the outside constraints on its relationships with other agencies, and its strategies of relationship formation. (Author/RW)
Descriptors: Intergroup Relations, Organizations (Groups), Power Structure, Referral
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Galaskiewicz, Joseph; Shatin, Deborah – Administrative Science Quarterly, 1981
A survey of 181 neighborhood social service organizations in Chicago finds that, under conditions of demographic and socioeconomic change, leaders of these agencies establish cooperative relations on the basis of common organizational memberships and common racial or educational status. (Author/RW)
Descriptors: Educational Background, Group Membership, Intergroup Relations, Leaders
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Hirschhorn, Larry; Gilmore, Tom – Administrative Science Quarterly, 1980
Explores, through an action research project, the possible contributions--in theory, diagnosis, and intervention--of structural family therapy to organizational change. Reports that successful transfer of family therapy techniques to organizations is contingent on understanding four differences between organizations and families. (Author/IRT)
Descriptors: Action Research, Family Counseling, Group Dynamics, Group Therapy