Communicative Tensions of Community Organizing: The Case of a Local Neighborhood Association

Koschmann, Matt; Laster, Nicole

doi:10.1080/10570314.2010.536965

Cited by 21 publications

(7 citation statements)

References 46 publications

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“… 1. For exceptions in recent scholarship, see Dempsey, 2009; Dempsey & Sanders, 2010; Eisenberg & Eschenfelder, 2009; Ganesh & McAllum, 2009; Garner & Garner, 2011; Koschmann & Laster, 2011; Lewis, 2005; and Lewis, Isbell, & Koschmann, 2010. …”

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confidence: 99%

Forum Introduction

Kirby¹,

Koschmann

2012

Management Communication Quarterly

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confidence: 99%

Forum Introduction

Kirby¹,

Koschmann

2012

Management Communication Quarterly

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“…Tracy’s empirical work on how prison guards framed the inherent tensions of their work (e.g., as tension, paradox, or double-bind) illustrated how such communication practices significantly influenced individual well-being and organizational outcomes. Similarly, Koschmann and Laster (2011) illustrated how communication practices enabled members of a neighborhood association to productively engage the tensions and disagreements regarding religious expression, diversity, and neighborhood quality. As these studies illustrate, tension and contradiction in and of themselves are not inherently negative in their consequences.…”

Section: Contradiction-centered Perspectives Of Organizingmentioning

confidence: 99%

Being Nonprofit-Like in a Market Economy

Sanders

2013

Nonprofit and Voluntary Sector Quarterly

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Nonprofit organizations experience a tension between pursuing their social missions and meeting the demands of a market economy. This mission-market tension is an everyday, practical concern for nonprofit practitioners. Yet, scholars know very little about how nonprofit practitioners define and manage this tension. Drawing on contradiction-centered perspectives of organizing, data from an ethnographic study of a single U.S. nonprofit organization demonstrate that the mission-market tension was defined and managed by organizational members as both a contradictory and interconnected phenomenon. This framing was enabled by specific communication practices that supported a productive and generative relationship between these seemingly incompatible goals. Findings suggest that the mission-market tension is an inherent condition of nonprofit organizing and highlight the central role of communication in successfully managing mission and market concerns.

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“…Additionally, identity surfaces as an important construct as stakeholders manage the tensions present at relationship and structural levels of collaboration (Lewis et al, 2010) especially in their roles as organizational boundary spanners (Isbell, 2012). Other research has examined what contributes to participation at the group level (Koschmann & Laster, 2011) and has developed antecedents to collaboration. For example, Cooper and Shumate (2012) examined the differences between donor instigated collaboration (mandated) and grassroots collaboration (voluntary) on attitudes and group outcomes of collaboration.…”

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confidence: 97%