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Strategic technology transfer in the...

Mandiberg, James Michael.

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Strategic technology transfer in the human services: A case study of the mental health Clubhouse movement and the international diffusion of the Clubhouse model.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Strategic technology transfer in the human services: A case study of the mental health Clubhouse movement and the international diffusion of the Clubhouse model./
Author:	Mandiberg, James Michael.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2000,
Description:	349 p.
Notes:	Source: Dissertations Abstracts International, Volume: 62-11, Section: A.
Contained By:	Dissertations Abstracts International62-11A.
Subject:	Welfare. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9977210
ISBN:	9780599832695

Strategic technology transfer in the human services: A case study of the mental health Clubhouse movement and the international diffusion of the Clubhouse model.
Mandiberg, James Michael.

Strategic technology transfer in the human services: A case study of the mental health Clubhouse movement and the international diffusion of the Clubhouse model. - Ann Arbor : ProQuest Dissertations & Theses, 2000 - 349 p.

Source: Dissertations Abstracts International, Volume: 62-11, Section: A.

Thesis (Ph.D.)--University of Michigan, 2000.

This item must not be sold to any third party vendors.

Based on an empirical case study of the world-wide strategic diffusion of the mental health Clubhouse model, developed by Fountain House in New York City, this study endeavors to answer two questions on the way towards theoretical considerations of the survival and diffusion of out-of-paradigm program models within in-paradigm institutional fields. These questions, "Are the decisions to innovate, adopt innovation, and diffuse innovation rational?" and "What survival and diffusion strategies are used by out-of-paradigm models" are explored in depth in two empirically informed chapters. In answer to the first question, the study finds that many of the most active individuals involved in diffusing the Clubhouse model have a conversion-like belief in it. This has certain strategic and training advantages in effectively and efficiently diffusing the model. In answer to the second question, this study found that the Clubhouse model has diffused through a social movement strategy. This too yields advantages, especially for out-of-paradigm program models. The final chapter provides a discussion of the diffusion of organizational models and technologies that intentionally do not conform to institutional pressures towards isomorphism, and offers some theoretical considerations about how those supporting non-conforming organizational models strategically approach survival and diffusion considerations. This discussion builds upon an emerging literature in organizational new institutionalism on mediated and strategic processes in response to institutional pressures.

ISBN: 9780599832695Subjects--Topical Terms:

3543853
Welfare.
Subjects--Index Terms:

Clubhouse movement

Strategic technology transfer in the human services: A case study of the mental health Clubhouse movement and the international diffusion of the Clubhouse model.
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245 1 0 $a Strategic technology transfer in the human services: A case study of the mental health Clubhouse movement and the international diffusion of the Clubhouse model.
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300 $a 349 p.
500 $a Source: Dissertations Abstracts International, Volume: 62-11, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Tucker, David J.;Saavedra, Richard.
502 $a Thesis (Ph.D.)--University of Michigan, 2000.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a Based on an empirical case study of the world-wide strategic diffusion of the mental health Clubhouse model, developed by Fountain House in New York City, this study endeavors to answer two questions on the way towards theoretical considerations of the survival and diffusion of out-of-paradigm program models within in-paradigm institutional fields. These questions, "Are the decisions to innovate, adopt innovation, and diffuse innovation rational?" and "What survival and diffusion strategies are used by out-of-paradigm models" are explored in depth in two empirically informed chapters. In answer to the first question, the study finds that many of the most active individuals involved in diffusing the Clubhouse model have a conversion-like belief in it. This has certain strategic and training advantages in effectively and efficiently diffusing the model. In answer to the second question, this study found that the Clubhouse model has diffused through a social movement strategy. This too yields advantages, especially for out-of-paradigm program models. The final chapter provides a discussion of the diffusion of organizational models and technologies that intentionally do not conform to institutional pressures towards isomorphism, and offers some theoretical considerations about how those supporting non-conforming organizational models strategically approach survival and diffusion considerations. This discussion builds upon an emerging literature in organizational new institutionalism on mediated and strategic processes in response to institutional pressures.
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