This dissertation explores the impact of community culture on the success of cross-sectoral collaboratives addressing homelessness in Omaha, Nebraska, and Portland, Oregon. A comparative case study approach is used to build theory about how the environment helps to make conditions conducive or challenging to collaboration between government, business and nonprofit organizations. The concept of community culture is operationalized by including three interrelated factors—social capital, community power, and political history—to assess the two cities. Omaha is a model of a private sector community culture, high in bonding social capital, where central control of decision making and elite support has traditionally been the sign of a successful collaboration. Portland is a model of a public sector community culture, high in bridging social capital, where decisions are legitimized by using appropriate processes, with a history of pluralism and citizen participation, and where elected officials or public administrators have served as the leaders of a successful collaboration.
|Advisor:||Box, Richard C.|
|School:||University of Nebraska at Omaha|
|School Location:||United States -- Nebraska|
|Source:||DAI-A 68/11, Dissertation Abstracts International|
|Subjects:||Political science, Public administration, Welfare, Urban planning, Area planning & development|
|Keywords:||Citizen participation, Collaboration, Community culture, Community power, Governance, Homelessness, Nebraska, Omaha, Oregon, Partnerships, Portland, Social capital|
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