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Leadership and Networking among Neighborhood Human Service Organizations

Joseph Galaskiewicz and Deborah Shatin
Administrative Science Quarterly
Vol. 26, No. 3 (Sep., 1981), pp. 434-448
DOI: 10.2307/2392516
Stable URL: http://www.jstor.org/stable/2392516
Page Count: 15
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Leadership and Networking among Neighborhood Human Service Organizations
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Abstract

This study investigated the hypothesis that under conditions of environmental uncertainty, leaders of neighborhood human service organizations would establish cooperative relations on the basis of their own personal connections in the neighborhood or their status group affiliations. Data on the cooperative working relationships among 181 human service public and private nonprofit organizations were examined in four Chicago neighborhoods. In all four neighborhoods, organizations whose leaders had common organizational memberships tended to have cooperative ties with one another. However, in more turbulent areas, public and private organizations whose leaders had a similar racial or educational background were more likely to establish cooperative relationships with one another.

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