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Effects of method of public involvem...

Whitworth, Paul Mitchell.

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Effects of method of public involvement and collaboration on agency-stakeholder relations in natural resource planning processes (Utah).

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Effects of method of public involvement and collaboration on agency-stakeholder relations in natural resource planning processes (Utah)./
作者:	Whitworth, Paul Mitchell.
面頁冊數:	492 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-05, Section: A, page: 1845.
Contained By:	Dissertation Abstracts International64-05A.
標題:	Recreation. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3091769

Effects of method of public involvement and collaboration on agency-stakeholder relations in natural resource planning processes (Utah).
Whitworth, Paul Mitchell.

Effects of method of public involvement and collaboration on agency-stakeholder relations in natural resource planning processes (Utah). - 492 p.

Source: Dissertation Abstracts International, Volume: 64-05, Section: A, page: 1845.

Thesis (Ph.D.)--The University of Utah, 2003.

The purpose of this study was to examine the effects of method of public involvement and collaboration on stakeholder perceptions of procedural justice, perceived organizational support, control, satisfaction, and organizational commitment in natural resource planning. One hundred twenty-six stakeholders who provided input on planning for the Dixie and Fishlake National Forests in Southern Utah participated. The sample included 113 collaborative meeting respondents (81% response) and 13 written comment respondents (9% response). The study was a two factor, type of involvement by extent of collaboration, ex post facto design. Type of public involvement consisted of four levels: collaborative meetings with small groups (≤10), large groups (≥10), or large groups with individual activities and dialogues with representatives, and written comment. Collaboration was measured through the newly created Stakeholder Collaboration Opportunity and Participation Evaluation (SCOPE) Scale. Dependent variables included measures of neutrality, trust, standing, perceived organizational support, control, satisfaction, general trust, and organizational commitment. Principal components analysis yielded a single component, named “positive relations,” which explained 72% of the variance (<italic>n</italic> = 92) among the set of outcome measures. Linear modeling procedures were used to test the effects of method of input group and degree of collaboration on positive relations (<italic>n</italic> = 96). The <italic>F</italic> ratio for public involvement “group” was significant (<italic>F</italic> = 8.13, <italic>p</italic> < .001). Tukey's HSD indicated that the positive relations score for the large group (<italic>n</italic> = 19) was significantly lower than that for the small group (<italic>n</italic> = 41), large group with individual activities (<italic>n</italic> = 45), and the written comment group (<italic>n</italic> = 12). Results suggest that the use of small groups and large groups with individual activities generate the most positive relations with stakeholders. The written comment technique generated less positive results and the use of large groups with large breakout groups produced the lowest positive relations with stakeholders. Causal modeling techniques were used to evaluate a conceptual causal model among the variables based on procedural justice theory and literature on perceived organizational support and organizational commitment.Subjects--Topical Terms:

535376
Recreation.

Effects of method of public involvement and collaboration on agency-stakeholder relations in natural resource planning processes (Utah).
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520 $a The purpose of this study was to examine the effects of method of public involvement and collaboration on stakeholder perceptions of procedural justice, perceived organizational support, control, satisfaction, and organizational commitment in natural resource planning. One hundred twenty-six stakeholders who provided input on planning for the Dixie and Fishlake National Forests in Southern Utah participated. The sample included 113 collaborative meeting respondents (81% response) and 13 written comment respondents (9% response). The study was a two factor, type of involvement by extent of collaboration, ex post facto design. Type of public involvement consisted of four levels: collaborative meetings with small groups (≤10), large groups (≥10), or large groups with individual activities and dialogues with representatives, and written comment. Collaboration was measured through the newly created Stakeholder Collaboration Opportunity and Participation Evaluation (SCOPE) Scale. Dependent variables included measures of neutrality, trust, standing, perceived organizational support, control, satisfaction, general trust, and organizational commitment. Principal components analysis yielded a single component, named “positive relations,” which explained 72% of the variance (<italic>n</italic> = 92) among the set of outcome measures. Linear modeling procedures were used to test the effects of method of input group and degree of collaboration on positive relations (<italic>n</italic> = 96). The <italic>F</italic> ratio for public involvement “group” was significant (<italic>F</italic> = 8.13, <italic>p</italic> < .001). Tukey's HSD indicated that the positive relations score for the large group (<italic>n</italic> = 19) was significantly lower than that for the small group (<italic>n</italic> = 41), large group with individual activities (<italic>n</italic> = 45), and the written comment group (<italic>n</italic> = 12). Results suggest that the use of small groups and large groups with individual activities generate the most positive relations with stakeholders. The written comment technique generated less positive results and the use of large groups with large breakout groups produced the lowest positive relations with stakeholders. Causal modeling techniques were used to evaluate a conceptual causal model among the variables based on procedural justice theory and literature on perceived organizational support and organizational commitment.
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