Dimensions of interorganizational interaction in social service agencies

Abstract

The problem of interorganizational interaction was reviewed in terms of organizational structure and process, organizational size, and domain consensus between organizations. In order to determine the relationship between these factors and interorganizational interaction, interview data were gathered from personnel in a sample of 27 social service agencies. Cluster analysis results indicated a strong relationship between relationships of goal/task similarity and the degrees of interorganizational interaction reported by staff of these service agencies. There were negligible relationships between interorganizational relations, organization size, and internal organizational structures and processes, respectively. Conceptual and practical implications were discussed.

Building Value‐Based Partnerships: Toward Solidarity With Oppressed Groups

“…On the other hand, research has shown that commitment to clear and consensually agreed upon purposes or goals is important for partnerships (Boudreau, 1991;Butterfoss, Goodman, & Wandersman, 1993;Gray, 1989;Labonté, 1993;MacGillivary & Nelson, 1998;Panet-Raymond, 1992;Stewart, Banks, Crossman, & Poel, 1994;Tornatzky & Lounsbury, 1979). Gray (1989) calls the process of developing a shared mission "direction setting" and emphasizes the need for a superordinate goal that fits for all partners.…”

“…Organizational-level partnership outcomes can include both a newly formed partnership organization (e.g., a coalition or consortium) and member organizations (including those operated exclusively operated by oppressed groups). The values of caring, compassion, community, and health suggest the need to examine outcomes such as social support and organizational climate (Pretty & McCarthy, 1991), morale of organizational members (Fineman, 1993), and cooperation between organizations operated by different stakeholders (Tornatzky & Lounsbury, 1979). In terms of stakeholder participation, self-determination, and power sharing, several researchers have identified the qualities of empowering organizational contexts, including a belief system that inspires growth and focuses on strengths, opportunities for member participation and contribution, social support, shared leadership, and organizational power to effect community change (e.g., Maton & Salem, 1995;Segal, Silverman, & Temkin, 1995).…”