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 Location:||United States -- California|
|Source:||MAI 82/2(E), Masters Abstracts International|
|Keywords:||Social change, Transorganizational development, Transorganizational systems, Trust|
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