Sustained Community Theater Participation as Civil Society Involvement

Abstract

Community theaters proliferate in every state in the nation, yet they are rarely considered in civil society research. Participation in civil society is capable of producing individual (psychological empowerment) and community-level outcomes, yet less is known about how community theaters might be capable of producing the same. Guided by the empirically tested dimensions of intra-organizational empowerment, this qualitative study interrogates four internal processes of voluntary membership in a community theater (shared beliefs, opportunity role structure, social support, and leadership). Directed content analysis of 14 in-depth interviews support and extend our understanding of existing theory for this less examined population. Implications for policy, practice, and future research are discussed.

Empowering Processes of a Countywide Arts Intervention for High School Youth

“…We assume they value the creative process, whether it is performance-based or otherwise. This assumption corroborates Forenza's (2016b) findings, whereby participants in a focal study had a valuesoriented motivation towards joining community theaters. Studies have also shown that sharing art in a public space presents opportunities for civic dialog (Lowe, 2000).…”

A systematic review on organizational empowerment

“…Opportunity role structure refers to the opportunities members have to further develop their competences in the organization. This is achieved through activating and stimulating members to address various roles which can be enhanced by activate competition among members, provide organizational niches that members intend to fill, stimulate perceived inclusiveness and provide mentorship (Forenza, 2014; Forenza and Mendonca, 2017; Maton, 2008; Peterson and Zimmerman, 2004).…”

“…Leadership increases organizational commitment, identification and involvement in the organization (Forenza, 2016, 2017; Valsania et al , 2016). Five themes are indicative of leadership: “a) perils of leadership, b) cultivating a macro perspective, c) dismissiveness toward ‘one-and-done’ members d) civic mindedness, and e) political advocacy” (Forenza, 2014, p. 559).…”

“…It increases social capital (Forenza and Mendonca, 2017) and facilitates group empowerment (Carrasco, Monferrer and Tarditi, 2016). Six themes are indicative of social support: “a) having a social network, b) having a community as therapeutic space, c) having a community for relationships, separate existing friendships, d) shared experiences and worldviews, e) conscious unsupportiveness among non-members, and f) collective identity” (Forenza, 2014, p. 557).…”

“…These shared beliefs aim to achieve goals beyond the individual, helping a larger community (Forenza, 2017; Maton, 2008). Three indicators are related to a group-based belief system: “a) values-oriented motivation and b) social motivation” (Forenza, 2014, p. 555), c) the desire to perform and educate (Forenza, 2017).…”