Embedded interpersonal and interorganizational relations in collaborative efforts: A case study

Little is known about the role of embedded relations between personal and organizational actors involved in the process of interorganizational relations. A qualitative research design was utilized to explore embedded relations in three programs funded through Minnesota Youth Works{dollar}cdot{dollar}AmeriCorps legislation. The programs were chosen because they ranged in size (ranging from three to fourteen organizations) and variety.; An initial research iteration was conducted and the results, along with a review of the literature, led to a second iteration. A theoretical framework based on the results included micro and macro elements in personal and organizational relationships among participants in the collaborative efforts. The social relationships of individual boundary spanners and their respective organizations appeared to have an impact on the formation, process and outcomes of collaborative efforts. Macro organizational changes such as mergers and micro changes such as personnel turnover were observed. Due to the impact of the disruption of social relationships, it was suggested that interorganizational processes may actually occur in a cyclical fashion with reformation, continuing process and new or expanded outcomes the result.; Several conditions including leadership, goals, trust, commitment, temporality, and the role of the state appeared to influence the collaborative efforts. The conditions followed the macro and micro dichotomy as both personal and organizational aspects of each were evident.; The size and complexity of the organizational participants provided one context for interorganizational relations and the size and design of the joint collaborative effort another. In addition, interactions between various levels of organizational representatives, such as staff and volunteer interchanges, director interlocks, and Youth Works{dollar}cdot{dollar}AmeriCorps members, appeared to serve as a basis for organizational boundary permeability which challenged the diffusion of interorganizational knowledge.; Finally, people appeared to relate to others on an individual, personal and social level and often at the same time, an organizational, institutional level. This was termed institutional personalization. The phenomenon appeared to be very complex and involved the interplay between individual and organizational identities and perceptions.