Corporate-Nonprofit Linkages in Minneapolis-St. Paul: Findings from a Longitudinal Study, 1980-1988.

Funding was provided by the National Science Foundation, the Program on Nonprofit Organizations at Yale University, and the University of Minnesota. The Center for Urban and Regional Affairs provided funding for the reproduction and distribution of the r

A Study of Change in a Regional Corporate Network

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Caregivers\u27 Social Capital and Satisfaction with their Children\u27s Service Providers

The authors examine children\u27s access to and caregiver\u27s satisfaction with organizations that provide leisure time activities for children on Saturdays. The authors argue that access and satisfaction are a function of familie\u27s financial, cultural and social capital. Using data on 1,036 households in the Phoenix metropolitan area in 2003-04, the authors found that families\u27 financial and cultural capital affected whether or not children participate din activities organized by organizations, but family ties to the organization directly (e.g., either worked there, volunteered, donated) resulted in caregivers being more satisfied with the services. The authors also found that the benefits of network closure (caregivers knowing the parents of other children on site) were greater the riskier the activities of the child (e.g., sports or cheerleading). Contrary to the authors expectations, having family or friends in the area did not affect caregiver\u27s satisfaction with the child\u27s provider

Contrasting perspectives of strategy making: applications in 'Hyper' environments

We revisit the original meaning of turbulence in the socioecological tradition of organization studies and outline a perspective on strategy making grounded in that tradition. This entails a contrast of the socioecological perspective with the more well-known neoclassical perspective on strategy, based on their core decision premises and their different understandings of environmental turbulence. We argue that while some mainstream strategy approaches have taken important strides toward addressing advanced turbulence, many others remain tethered to the neoclassical origins of the strategy discipline and are insufficiently responsive to the new landscape of strategy that now characterizes many industries. This new landscape is construed as the ‘hyper environment’, in which positive feedback processes and emergent field effects produce high volatility. We use two case illustrations from the US healthcare sector to examine how neoclassical and socioecological perspectives contribute to strategizing in hyper environments. Implications for strategic management theory and practice flow from this analysis