Synopses & Reviews
Synopsis
Excerpt from Interorganizational Effectiveness, Efficiency and Network Structure, Vol. 1: August, 1982
Interorganizational relationships have been recognized as an important influence on the character and level of an organizations performance (Yuchtman Seashore, 1967; Perrow, 1979, Chapter 6; Evan, 1972; Pennings, 1981).But differences in the effectiveness of interorganizational ties moderate this influence; more effective relationships should lead to better results for the organizations involved and be more likely to persist over time (Van de Ven and Ferry, 1980, p.317). Why are some interorganizational relations seen as successful by the parties involved and others not? This question guides the research we present here.
Out model for determining relational effectiveness combines two frameworks: transaction cost analysis (Williamson, 1975; Ouchi, 1980), and the ecological structure of the interorganizational community. These frameworks are linked through the concept of efficiency and through the analytical construct of an interorganizational network (Knoke and Rogers, 1978; Evan Walker, 1978). In essence, relationships are perceived as more effective when they are more efficient, and the efficiency of relationships is determined by their location in the network.
Defining the criteria for selecting the organizations involved in a relational study is an important research step (Aldrich, 1975, p.284). In the present study we are concerned with the relationships between 45 non-profit organizations located in a medium-sized city in the Northeastern United States. The agencies were chosen because they were involved with problems of the mentally ill and mentally retarded in the city. The second author constructed the list en the basis of his knowledge as a regional administrator of mental health and retardation programs.
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This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
Synopsis
Excerpt from Interorganizational Effectiveness, Efficiency and Network Structure, Vol. 1: August, 1982
Empirical studies of transaction costs have typically been carried out in the private sector (williamson 1976; Teece However, Williamson's definition of a transaction does not characterize adequately the relationships between non - profit organizations, such as those studied here. In addition to exchanging goods and services, non-profit firms frequently enter into planning arrangements (warren, Rose and Bergunder, 197a; Litwak and Hylton, which are generally forbidden to private-sector firms. Furthermore, transaction costs between non-profit firms are difficult to assess because the economic measures by which alternative governance structures can be compared (see Williamson Ouchi, 1980, p. 35) are vague. The framework of transaction cost analysis must be modified, therefore, before it can be applied to non - profit interorganizational relations.
About the Publisher
Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com
This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.