Organization Setsize and Diversity

Abstract

This study investigates the interorganizational linkages ofpeople-processrng organizations. Specifically, the determinants of the size and diversity of their organization sets are examined. Predictors are grouped according to the amount of discretion local agency directors have to manipulate them. It is shown that the best predictors of organization set size and composition are variables over which local adminrstrators have little control. The implications of this finding for the design of social service delivery systems are discussed.Relations between organizations have become a common topic for social research. The dominant theoretical perspective in the area of interorganizational relations posits that linkages between organizations serve as lifelines through which the re-

Factors Associated with Interorganizational Relationships among Outpatient Drug Treatment Organizations 1990–2000

“…Likewise, Schermerhorn and Shirland (1981) found that the perceived availability of cooperative partners predicted hospitals' arrangements for shared ancillary (although not medical) services. Finally, although Whetten and Aldrich (1979) did not find manpower agencies' staff professional activity to be associated with IORs, staff memberships in local voluntary organizations did predict such ties. On balance, then, it appears that staff members' external activities can facilitate entry into IORs.…”

“…Some studies have supported the view that the social status of agency staff will affect IORs (Paulson 1976;Eisenhardt and Schoonhoven 1996). In the previously cited study of manpower organizations, however, staff members' professional training was not associated with IORs (Whetten and Aldrich 1979). Whetten and Aldrich's study is arguably the most relevant to drug abuse treatment centers because manpower agencies are also ''people processing organizations'' (p. 252) whose production function consists of changing people and then facilitating their placement within the community.…”

“…There must also be opportunity to find potential partners and develop sufficient mutual trust to form relationships with them (Gulati 1995). Eisenhardt and Schoonhoven (1996) refer to this precondition of IORs as a “social position” and find (as have others, e.g., Whetten and Aldrich 1979; Whetten and Leung 1979) that personal status, reputation, and social relationships predict interorganizational links. In the current study, we consider how centers' relationships with external actors may affect IOR formation by offering opportunities to learn about potential partners.…”

“…In fact, the empirical evidence is mixed. In a study of manpower agencies, Whetten and Aldrich (1979) found that staff participation in interagency cooperating bodies was unrelated to these agencies' total number of IORs. Schermerhorn and Shirland (1981) found that previous cooperative activity predicted hospitals' development of shared medical, but not ancillary, services.…”

“…Meeting Diverse Client Needs. Previous research has found that as organizations expand their breadth of services, they will be more likely to form IORs to manage the resulting interdependencies (Aiken and Hage 1968; Whetten and Aldrich 1979; Powell and Brantley 1992). In addition, organizations may form relationships to acquire client‐related knowledge not easily transferred through arms‐length transactions (Berg and Friedman 1977).…”