TY - JOUR
T1 - Facilitating interorganizational collaboration
T2 - The contributions of interorganizational alliances
AU - Foster-Fishman, Pennie G.
AU - Salem, Deborah A.
AU - Allen, Nicole A.
AU - Fahrbach, Kyle
N1 - Funding Information:
1This research was supported by grants from the State of Michigan Family Independence Agency, Michigan State University Outreach Office, the Institute for Public Policy and Social Research at Michigan State University, the Miller Foundation and the Binda Foundation. The authors wish to thank the following groups and individuals for their contributions to this research: the County’s Multi-Purpose Collaborative Body and its evaluation subcommittee, Applied Developmental Science at Michigan State University, Mark Schauer, Stacy Curtis, David Loveland, Juliette Mackin, Jonalie Wosepka, and Carrie Preston. We would also like to express appreciation to Ken Frank for his consultation regarding data analysis and to thank Ellen Kossek, Anne Marie Ryan, Linn Van Dyne, Elaine Yakura, and the three anonymous reviewers for their thoughtful comments on an earlier version of this manuscript. 2To whom correspondence should be addressed at Department of Psychology, 135 Synder, Michigan State University, East Lansing, Michigan, 48824-1117; e-mail: [email protected].
PY - 2001/12
Y1 - 2001/12
N2 - In an attempt to promote service delivery integration and improve interorganizational collaboration, many recent human service delivery initiatives have included the development of interorganizational alliances such as coalitions and coordinating councils. Despite their popularity, little is known about how these alliances influence interorganizational collaboration, specifically the extent to which they alter the interactions among human service delivery organizations. The present study examined the interorganizational interactions, specifically the exchange relationships, within one county that was implementing two interorganizational alliances - a countywide coordinating council and interagency service delivery teams. Membership on both alliances was associated with broader interorganizational exchange networks. Organizations involved in a coordinating council were more likely to be included in client, information, and resource exchanges, and participate in joint ventures with a broader range of organizations. Providers involved in interagency teams also exchanged clients and information with a broader sector of service delivery organizations than nonparticipating providers. Observational data suggested that both alliances created structures and processes intended to facilitate interorganizational exchanges. Together, these results suggest that the development of opportunities for and encouragement of staff and leader involvement in these types of alliances may be an important part of our attempt to create a more integrated social service delivery system. The implications of these findings for researchers and practitioners are discussed.
AB - In an attempt to promote service delivery integration and improve interorganizational collaboration, many recent human service delivery initiatives have included the development of interorganizational alliances such as coalitions and coordinating councils. Despite their popularity, little is known about how these alliances influence interorganizational collaboration, specifically the extent to which they alter the interactions among human service delivery organizations. The present study examined the interorganizational interactions, specifically the exchange relationships, within one county that was implementing two interorganizational alliances - a countywide coordinating council and interagency service delivery teams. Membership on both alliances was associated with broader interorganizational exchange networks. Organizations involved in a coordinating council were more likely to be included in client, information, and resource exchanges, and participate in joint ventures with a broader range of organizations. Providers involved in interagency teams also exchanged clients and information with a broader sector of service delivery organizations than nonparticipating providers. Observational data suggested that both alliances created structures and processes intended to facilitate interorganizational exchanges. Together, these results suggest that the development of opportunities for and encouragement of staff and leader involvement in these types of alliances may be an important part of our attempt to create a more integrated social service delivery system. The implications of these findings for researchers and practitioners are discussed.
KW - Alliances
KW - Coordinating councils
KW - Interagency teams
KW - Interorganizational collaboration
KW - Interorganizational relationships
KW - Network analysis
KW - Service coordination
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U2 - 10.1023/A:1012915631956
DO - 10.1023/A:1012915631956
M3 - Article
C2 - 11800511
AN - SCOPUS:0035749115
SN - 0091-0562
VL - 29
SP - 875
EP - 905
JO - American journal of community psychology
JF - American journal of community psychology
IS - 6
ER -