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A Quantitative Assessment of the "Parallel Bars" Theory of Public-Voluntary Collaboration
Abstract
Investigated is the validity of the "parallel bars" theory of public-voluntary collaboration, which implies that organizational structure influences the extent of innovative activity of an organization because of the influence of auspices on structure. Statistical analysis of data obtained in interviews with chief executives of a sample of 17 social service organizations in Toronto, Ontario, does not support the "parallel bars" theory. Considered both in terms of their impact on organizational structure & their direct influence on innovative activity, private auspices are seen to constrain social service organizations' involvement in service delivery innovation.
Journal
(1980)
vol4
no2
pages29-46
Categories
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Nonprofit Organizations (Theory)
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Organizational Theory
