THE RELATIONSHIP BETWEEN EMBEDDEDNESS AND ORGANIZATIONAL SOCIAL PERFORMANCE IN A COMMUNITY MENTAL HEALTH NETWORK UNDER MANAGED CARE

Persistent Link:
http://hdl.handle.net/10150/196106
Title:
THE RELATIONSHIP BETWEEN EMBEDDEDNESS AND ORGANIZATIONAL SOCIAL PERFORMANCE IN A COMMUNITY MENTAL HEALTH NETWORK UNDER MANAGED CARE
Author:
Huang, Kun
Issue Date:
2005
Publisher:
The University of Arizona.
Rights:
Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
Abstract:
This dissertation offers an empirical examination of a mental health service delivery network in Phoenix area and Maricopa County, Arizona. While services are provided mostly by nonprofit agencies, the system is monitored and funded by for-profit managed care. In this situation, nonprofit organizations are entrenched in the professional norms of client-centered cooperation, which may run counter to the funding mechanism in for-profit managed care. This dissertation examined the relationship between organizational embeddedness and organizational social performance (indicated by trust, reputation, and influence) in this a centrally governed network.Data were collected on 35 network service providers in 2000. A comprehensive network survey and field interviews were employed to collect data. Standard network analysis and Ordinary Least Square (OLS) regression were used for data analysis.This dissertation sought to determine the extent to which the social performance implications of organizational embeddedness can be generalized from decentralized networks to a managed multi-sector network. Based on a literature review of organizational networks, organizational embeddedness, and organizational social performance in the business and nonprofit sector, I proposed a model of embeddedness-based organizational social performance in a managed multi-sector network.I found that organizational embeddedness was contingent on the degree of formality of a tie and the sectoral affiliation of network organizations. I also found that organizational embeddedness was positively and significantly related to trust, reputation, and influence in the purely public and nonprofit sector network, but bore little relationship to trust and reputation in the mixed-sector network, which included for-profit organizations. These results suggest that social capital was maintained in the public sector network, notwithstanding the administrative control of managed care. Theoretical and policy implications of the results are discussed.
Type:
text; Electronic Dissertation
Degree Name:
DPA
Degree Level:
doctoral
Degree Program:
Public Administration; Graduate College
Degree Grantor:
University of Arizona
Advisor:
Provan, Keith G.
Committee Chair:
Provan, Keith G.

Full metadata record

DC FieldValue Language
dc.language.isoENen_US
dc.titleTHE RELATIONSHIP BETWEEN EMBEDDEDNESS AND ORGANIZATIONAL SOCIAL PERFORMANCE IN A COMMUNITY MENTAL HEALTH NETWORK UNDER MANAGED CAREen_US
dc.creatorHuang, Kunen_US
dc.contributor.authorHuang, Kunen_US
dc.date.issued2005en_US
dc.publisherThe University of Arizona.en_US
dc.rightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.en_US
dc.description.abstractThis dissertation offers an empirical examination of a mental health service delivery network in Phoenix area and Maricopa County, Arizona. While services are provided mostly by nonprofit agencies, the system is monitored and funded by for-profit managed care. In this situation, nonprofit organizations are entrenched in the professional norms of client-centered cooperation, which may run counter to the funding mechanism in for-profit managed care. This dissertation examined the relationship between organizational embeddedness and organizational social performance (indicated by trust, reputation, and influence) in this a centrally governed network.Data were collected on 35 network service providers in 2000. A comprehensive network survey and field interviews were employed to collect data. Standard network analysis and Ordinary Least Square (OLS) regression were used for data analysis.This dissertation sought to determine the extent to which the social performance implications of organizational embeddedness can be generalized from decentralized networks to a managed multi-sector network. Based on a literature review of organizational networks, organizational embeddedness, and organizational social performance in the business and nonprofit sector, I proposed a model of embeddedness-based organizational social performance in a managed multi-sector network.I found that organizational embeddedness was contingent on the degree of formality of a tie and the sectoral affiliation of network organizations. I also found that organizational embeddedness was positively and significantly related to trust, reputation, and influence in the purely public and nonprofit sector network, but bore little relationship to trust and reputation in the mixed-sector network, which included for-profit organizations. These results suggest that social capital was maintained in the public sector network, notwithstanding the administrative control of managed care. Theoretical and policy implications of the results are discussed.en_US
dc.typetexten_US
dc.typeElectronic Dissertationen_US
thesis.degree.nameDPAen_US
thesis.degree.leveldoctoralen_US
thesis.degree.disciplinePublic Administrationen_US
thesis.degree.disciplineGraduate Collegeen_US
thesis.degree.grantorUniversity of Arizonaen_US
dc.contributor.advisorProvan, Keith G.en_US
dc.contributor.chairProvan, Keith G.en_US
dc.contributor.committeememberMilward, H. Brintonen_US
dc.contributor.committeememberGalaskiewicz, Josephen_US
dc.identifier.proquest1211en_US
dc.identifier.oclc137354390en_US
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