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Humanity’s largest and most complex social problems are not going to be adequately addressed by one organization working alone. This study addressed two research questions: (1) what ingredients enable successful transorganization collaboration seeking positive social change? and (2) what role does trust play? Using a case study methodology, participants and observers were interviewed. The data was analyzed using Ainsworth and Feyerherm’s diagnostic model of transorganizational systems and Vangen and Huxham’s trust-building and trust-sustaining theory. The findings emphasize the interdependence of transorganizational system (TS) design components and, in particular, of trust with each of the components.
| Advisor: | Worley, Christopher G. |
| Commitee: | Feyerherm, Ann E. |
| School: | Pepperdine University |
| Department: | Organizational Development |
| School Location: | United States -- California |
| Source: | MAI 82/2(E), Masters Abstracts International |
| Source Type: | DISSERTATION |
| Subjects: | Organizational behavior |
| Keywords: | Social change, Transorganizational development, Transorganizational systems, Trust |
| Publication Number: | 28086627 |
| ISBN: | 9798662575233 |
