Organizational Differentiation and Support: A Conceptual Framework

Elling, Ray H.; Halebsky, Sandor

doi:10.2307/2390754

Cited by 18 publications

(3 citation statements)

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“…The authors express their appreciation to Joseph S. Molnar, Laurence J. O'Toole, Jr., Robert A. Bernstein, and Caleb M. Clark for their assistance in the development of this paper. 'See, for example, Selznick (1 949), Ridgeway (1 957), Long (1 958), Hammond (1960), Kaufman (1960), Elling and Halebsky (1961), Clark (1969, Wamsley (1 969), Kronenberg (1 973), Meyer (1 979), Miller (1980), Bums (1982, Ford and Bums (1987), Hannan and Freeman (1989), and Viteritti (1990).…”

Section: Notesmentioning

confidence: 99%

Rethinking the Interorganizational Environments of Public Organizations

Morris

Burns

1997

Southeastern Political Review

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The authors suggest that most existing attempts to classify interorganiza‐tional environments are founded on inappropriate assumptions concerning human action, particularly when such frameworks are applied to public‐sector settings. Proceeding from that contention, the authors apply the concepts of referent organizations and rule sets to develop an alternative typology of interorganizational environments. The resulting matrix suggests four distinct types of interorganizational environments: (1) the natural market, (2) the structured market, (3) the bureaucratic environment, and (4) the associative environment. An examination of these environments and their relevance for public‐sector organizations suggests that rule‐based conceptions of interorganizational action that take into account the role of referent organizations are more consistent with traditional democratic theory than are purely market‐based conceptions of action. The alternative framework presented in this paper also has useful implications for both practical public administration, and especially for general concepts of public policy.

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Section: Notesmentioning

confidence: 99%

Rethinking the Interorganizational Environments of Public Organizations

Morris

Burns

1997

Southeastern Political Review

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“…Starbuck (1965,) cites several reports which suggest that environmental cooptation (including coalitions with other organizations) can strengthen an organizations capacity to grow (Selznick, 1949). Elling and Halebsky (1961) demonstrated that the value of the facilities of voluntary hospitals which were allied with the community social structure tended to increase while· the value of governmentally supported hospital facilities tended to remain the same. Blankenship and Elling (1962) also suggested the beneficent effects of hospital alliances with the more powerful strata of the community.…”

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confidence: 99%

Organizational Innovation

Kaplan¹

2003

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“…89-749) have recently reemphasized the importance of interagency cooperation in the coordination of all parts of a community health care delivery system and the necessity of including all community human services, both public and private, in plans for comprehensive community-based delivery of human services. Considering this need for greater interagency cooperation and broadened participation in planning for human services delivery, it is not surprising that much of the previous research and development of theoretical approaches to interorganizational relations comes from examination of hos-pitals (Baker and Schulberg, 1970;Elling and Halebsky, 1961) and social agencies (Chin and O'Brien, 1970;Levine and White, 1961;Litwak and Hylton, 1962;Warren, 1967aWarren, , 1967b An open-systems formulation of organizational structure and dynamics emphasizes the study of a bounded interacting set of components engaging in an input-output commerce with an external environment in the processing of material objects, information, and people. As a distinct systemic entity, an organization must maintain some discontinuity with its environment to continue to exist.…”

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confidence: 99%