The Aggressive Organization and the Reluctant Environment: The Vulnerability of an Inter-Faith Coordinating Agency
This paper reports some findings drawn from a case study which investigated the effect of the inter-organizational environment on the origins, survival struggles, and structural transformation of a local inter-faith coordinating agency. The organization under study was the Metropolitan Interfaith As...
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| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
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| Published: |
Sage Publications
1979
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| In: |
Review of religious research
Year: 1979, Volume: 20, Issue: 3, Pages: 315-334 |
| Online Access: |
Volltext (lizenzpflichtig) Volltext (lizenzpflichtig) |
| Parallel Edition: | Non-electronic
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| 245 | 1 | 4 | |a The Aggressive Organization and the Reluctant Environment: The Vulnerability of an Inter-Faith Coordinating Agency |
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| 520 | |a This paper reports some findings drawn from a case study which investigated the effect of the inter-organizational environment on the origins, survival struggles, and structural transformation of a local inter-faith coordinating agency. The organization under study was the Metropolitan Interfaith Association (MIFA) of Memphis, Tennessee. Inter-organizational analysis was used to explore the vulnerability of such an organization. While the research does not allow for unequivocal conclusions, it is safe to conclude that the vulnerability of the agency derives from its dependence upon local churches. Most of these churches have been reluctant to support MIFA. This reluctance is derived from three main sources: the agency's issue orientation, the difference in the nature of incentive systems between the agency and its members (e.g., local churches), and the new organizational form of the agency. | ||
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