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Deinstitutionalization at the front ...

Baez, Bienvenida.

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Deinstitutionalization at the front lines: Fundamental organizational change and development disabilities.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Deinstitutionalization at the front lines: Fundamental organizational change and development disabilities./
作者:	Baez, Bienvenida.
面頁冊數:	267 p.
附註:	Adviser: Mitchel Y. Abolafin.
Contained By:	Dissertation Abstracts International68-07A.
標題:	Political Science, Public Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3272358
ISBN:	9780549120513

Deinstitutionalization at the front lines: Fundamental organizational change and development disabilities.
Baez, Bienvenida.

Deinstitutionalization at the front lines: Fundamental organizational change and development disabilities. - 267 p.

Adviser: Mitchel Y. Abolafin.

Thesis (Ph.D.)--State University of New York at Albany, 2007.

This is a study of fundamental change within a state agency, the Department of Developmental Disabilities (DDD), serving the developmentally disabled. This study analyzes, through three cases, how organizational members understood, interpreted, and enacted organizational directives to deinstitutionalize. The research used ethnographic methods and a grounded theory approach to explore the subjective experience of deinstitutionalization among workers who were active in three different aspects of the change for some or all of the last 30 years.

ISBN: 9780549120513Subjects--Topical Terms:

1017438
Political Science, Public Administration.

Deinstitutionalization at the front lines: Fundamental organizational change and development disabilities.
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500 $a Source: Dissertation Abstracts International, Volume: 68-07, Section: A, page: 3137.
502 $a Thesis (Ph.D.)--State University of New York at Albany, 2007.
520 $a This is a study of fundamental change within a state agency, the Department of Developmental Disabilities (DDD), serving the developmentally disabled. This study analyzes, through three cases, how organizational members understood, interpreted, and enacted organizational directives to deinstitutionalize. The research used ethnographic methods and a grounded theory approach to explore the subjective experience of deinstitutionalization among workers who were active in three different aspects of the change for some or all of the last 30 years.
520 $a The first case, Layered acquiescence: rationalizations and emerging logics of action, examines how construction experts addressed contradictions emerging from mutable definitions of health and safety aspects of residences for the disabled. In this case, logics of action emerge from rationalizations of deinstitutionalization. The second case, Dual identity construction as a response to deinstitutionalization, dealing with case coordinators at DDD, found that workers faced vague models of interaction with the disabled. This case found that actors constructed dual identities to cope with the ambiguities of deinstitutionalization. A third case, Path dependency of fundamental change, based on Camp Haven, a nonprofit agency associated with DDD, explored how its staff coped with the contradictions of deinstitutionalization. Their responses revealed that they diverted from their founders' path and created deinstitutionalization as a new path based on Camp Haven's traditional culture of caring.
520 $a Across the three cases, I explored how actors understood the shifts in the deinstitutionalization initiatives. The study asked how actors interpreted their institutionalized situations, whether and how they understood contradictions in their context, and what the relationship was between their interpretations and actions. As an outcome of analysis of these three cases, I proposed a model that adds action to institutional change. That model incorporated across-case findings that identified three actor-driven change strategies under deinstitutionalization: action through resistance, coping through conflict, and the past as prologue to path creation.
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