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Organizational field wars: Navigati...

Cooney, Kathryn Mary.

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Organizational field wars: Navigating the terrain of a nonprofit business enterprise.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Organizational field wars: Navigating the terrain of a nonprofit business enterprise./
Author:	Cooney, Kathryn Mary.
Description:	319 p.
Notes:	Source: Dissertation Abstracts International, Volume: 64-09, Section: A, page: 3478.
Contained By:	Dissertation Abstracts International64-09A.
Subject:	Social Work. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3104329

Organizational field wars: Navigating the terrain of a nonprofit business enterprise.
Cooney, Kathryn Mary.

Organizational field wars: Navigating the terrain of a nonprofit business enterprise. - 319 p.

Source: Dissertation Abstracts International, Volume: 64-09, Section: A, page: 3478.

Thesis (Ph.D.)--University of California, Los Angeles, 2003.

Privatization and shifts in government funding streams have contributed to an unprecedented increase of commercialization in the nonprofit sector. This case study of the everyday practices of staff and clients in a nonprofit business enterprise provides insight into the opportunities and challenges of linking social service provision to market forces. The author extends the concept of the organizational field to hypothesize that a hybrid organization, combining business with social service, is structured by forces from competing organizational fields, imbued with different organizing logics, which necessitate ongoing negotiation by the staff and clients. Results are based on fieldwork conducted in the welfare-to-work (WtW) program at Goodwill Industries, Southern California (GISC) over the course of three years, from 1999--2002. Data collection included: repeated in-depth interviewing of GISC social workers, work site staff and welfare-to-work clients; participant observation with welfare recipients during work shifts in GISC business sites; focus group interviews with staff and clients (separately); and exit interviews with top administrators including the GISC CEO. A major finding of the study is that while a model combining business and social services is constructed to harness market forces in service of the organization's social mission, in practice the business motor is not so easily subsumed. Using Meyer and Rowan's (1977) discussion of decoupling and tight coupling technologies, the study develops a framework for understanding the tensions that arise internally as the GISC social service system is strained by coordination with the business delivery systems. Data show that pressures from the larger organizational field in which the GISC businesses compete act to constrain the range and quality of welfare-to-work client training throughout their WtW program trajectory. Analysis of informal practices by GISC actors show that social service staff and clients act strategically to get their needs met through some structures prove to be resilient. Findings support a need for critical examination of the capabilities business enterprise bring to the nonprofit sector and the development of models for responsible integration of mission and market; containing not only the vision but also the mechanisms to maintain the focus on social mission as the bottom line.Subjects--Topical Terms:

617587
Social Work.

Organizational field wars: Navigating the terrain of a nonprofit business enterprise.
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500 $a Source: Dissertation Abstracts International, Volume: 64-09, Section: A, page: 3478.
500 $a Chair: Yeheskel Hasenfeld.
502 $a Thesis (Ph.D.)--University of California, Los Angeles, 2003.
520 $a Privatization and shifts in government funding streams have contributed to an unprecedented increase of commercialization in the nonprofit sector. This case study of the everyday practices of staff and clients in a nonprofit business enterprise provides insight into the opportunities and challenges of linking social service provision to market forces. The author extends the concept of the organizational field to hypothesize that a hybrid organization, combining business with social service, is structured by forces from competing organizational fields, imbued with different organizing logics, which necessitate ongoing negotiation by the staff and clients. Results are based on fieldwork conducted in the welfare-to-work (WtW) program at Goodwill Industries, Southern California (GISC) over the course of three years, from 1999--2002. Data collection included: repeated in-depth interviewing of GISC social workers, work site staff and welfare-to-work clients; participant observation with welfare recipients during work shifts in GISC business sites; focus group interviews with staff and clients (separately); and exit interviews with top administrators including the GISC CEO. A major finding of the study is that while a model combining business and social services is constructed to harness market forces in service of the organization's social mission, in practice the business motor is not so easily subsumed. Using Meyer and Rowan's (1977) discussion of decoupling and tight coupling technologies, the study develops a framework for understanding the tensions that arise internally as the GISC social service system is strained by coordination with the business delivery systems. Data show that pressures from the larger organizational field in which the GISC businesses compete act to constrain the range and quality of welfare-to-work client training throughout their WtW program trajectory. Analysis of informal practices by GISC actors show that social service staff and clients act strategically to get their needs met through some structures prove to be resilient. Findings support a need for critical examination of the capabilities business enterprise bring to the nonprofit sector and the development of models for responsible integration of mission and market; containing not only the vision but also the mechanisms to maintain the focus on social mission as the bottom line.
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