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This article explores how human service providers in a gentrifying neighborhood have responded to change. Using Miles and Snow's (1978/2003) typology for organizational strategy, it analyzes how these providers have responded to the external environment and have planned strategically for their futures while serving the low-income residents and homeless in the neighborhood. Analysis shows that the providers' strategic responses closely align with the framework and expected behaviors. However, notable differences were found between organizations in Heartside that are stable (Defender, Prospector, Analyzer) and those that are unstable (Reactor) with regard to impact of neighborhood changes and organizational strategic responses.

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