The Policy Outputs and Conflicts of Large Communities from an Interorganizational Viewpoint. Turk, H. Sociological Focus; 1975, 8, 2, Apr, 111 123., 1975. abstract bibtex An interorganizational framework is employed to merge elitist, pluralist, \& dialectic perspectives on the community in this pilot study of 36 large US cities. Whether metropolis, society, or even some larger unit is in question, community life is organizational life \& should therefore be viewed in interorganizational terms. Since organizations tend to pursue conflicting interests \& plural values in certain issue areas but need one another in others, they will resist domination by any one or a few of their number, yet form the coalitions for specific community action that underlie decentralized decision making. Supporting this, large scale \& diversified or decentralized municipal government is found to be associated with the diversity of other organizations notably ones with extralocal linkages within the city. These 2 municipal variables permit longitudinal prediction of the Clark NORC decentralization of decision making scores. Where organizations fail to abound, power may be wielded by an organized elite over an unorganized mass, thereby creating the conditions of polarized conflict, undampened by the cross cutting \& issue specific lines of coalition \& conflict existing in organizationally richer environments. The indicators of community decentralization did indeed have independent effects upon the absence of conflict, measured by flouridation of the municipal water supply. Decision by coalition lends special significance to linkage providing organizations. The idea of organizations with plural interests \& values suggests that centralized governments either are weak or exist in organizationally barren communities; neither alternative is conducive to collective community action. The finding follows that 7 different community outposts, each one requiring interorganizational cooperation, were positively affected by the scale \& diversification of municipal government \&/or by its decentralization. All of this suggests that various small conflicts serve to prevent large ones in the multiorganizational setting \& that the power organizations, even government agencies, depend upon their capacity for coalition formation, whatever the degree of their political autonomy. 6 Tables. HA (Copyright 1975, Sociological Abstracts, Inc., all rights reserved.)
@article{ turk_policy_1975,
title = {The {Policy} {Outputs} and {Conflicts} of {Large} {Communities} from an {Interorganizational} {Viewpoint}},
abstract = {An interorganizational framework is employed to merge elitist, pluralist, \& dialectic perspectives on the community in this pilot study of 36 large US cities. Whether metropolis, society, or even some larger unit is in question, community life is organizational life \& should therefore be viewed in interorganizational terms. Since organizations tend to pursue conflicting interests \& plural values in certain issue areas but need one another in others, they will resist domination by any one or a few of their number, yet form the coalitions for specific community action that underlie decentralized decision making. Supporting this, large scale \& diversified or decentralized municipal government is found to be associated with the diversity of other organizations notably ones with extralocal linkages within the city. These 2 municipal variables permit longitudinal prediction of the Clark NORC decentralization of decision making scores. Where organizations fail to abound, power may be wielded by an organized elite over an unorganized mass, thereby creating the conditions of polarized conflict, undampened by the cross cutting \& issue specific lines of coalition \& conflict existing in organizationally richer environments. The indicators of community decentralization did indeed have independent effects upon the absence of conflict, measured by flouridation of the municipal water supply. Decision by coalition lends special significance to linkage providing organizations. The idea of organizations with plural interests \& values suggests that centralized governments either are weak or exist in organizationally barren communities; neither alternative is conducive to collective community action. The finding follows that 7 different community outposts, each one requiring interorganizational cooperation, were positively affected by the scale \& diversification of municipal government \&/or by its decentralization. All of this suggests that various small conflicts serve to prevent large ones in the multiorganizational setting \& that the power organizations, even government agencies, depend upon their capacity for coalition formation, whatever the degree of their political autonomy. 6 Tables. HA (Copyright 1975, Sociological Abstracts, Inc., all rights reserved.)},
journal = {Sociological Focus; 1975, 8, 2, Apr, 111 123.},
author = {Turk, Herman},
year = {1975}
}
Downloads: 0
{"_id":"gdTeADZPn7RCrAdvq","bibbaseid":"turk-thepolicyoutputsandconflictsoflargecommunitiesfromaninterorganizationalviewpoint-1975","downloads":0,"creationDate":"2015-04-17T00:35:38.411Z","title":"The Policy Outputs and Conflicts of Large Communities from an Interorganizational Viewpoint","author_short":["Turk, H."],"year":1975,"bibtype":"article","biburl":"http://bibbase.org/zotero/djjr","bibdata":{"abstract":"An interorganizational framework is employed to merge elitist, pluralist, \\& dialectic perspectives on the community in this pilot study of 36 large US cities. Whether metropolis, society, or even some larger unit is in question, community life is organizational life \\& should therefore be viewed in interorganizational terms. Since organizations tend to pursue conflicting interests \\& plural values in certain issue areas but need one another in others, they will resist domination by any one or a few of their number, yet form the coalitions for specific community action that underlie decentralized decision making. Supporting this, large scale \\& diversified or decentralized municipal government is found to be associated with the diversity of other organizations notably ones with extralocal linkages within the city. These 2 municipal variables permit longitudinal prediction of the Clark NORC decentralization of decision making scores. Where organizations fail to abound, power may be wielded by an organized elite over an unorganized mass, thereby creating the conditions of polarized conflict, undampened by the cross cutting \\& issue specific lines of coalition \\& conflict existing in organizationally richer environments. The indicators of community decentralization did indeed have independent effects upon the absence of conflict, measured by flouridation of the municipal water supply. Decision by coalition lends special significance to linkage providing organizations. The idea of organizations with plural interests \\& values suggests that centralized governments either are weak or exist in organizationally barren communities; neither alternative is conducive to collective community action. The finding follows that 7 different community outposts, each one requiring interorganizational cooperation, were positively affected by the scale \\& diversification of municipal government \\&/or by its decentralization. All of this suggests that various small conflicts serve to prevent large ones in the multiorganizational setting \\& that the power organizations, even government agencies, depend upon their capacity for coalition formation, whatever the degree of their political autonomy. 6 Tables. HA (Copyright 1975, Sociological Abstracts, Inc., all rights reserved.)","author":["Turk, Herman"],"author_short":["Turk, H."],"bibtex":"@article{ turk_policy_1975,\n title = {The {Policy} {Outputs} and {Conflicts} of {Large} {Communities} from an {Interorganizational} {Viewpoint}},\n abstract = {An interorganizational framework is employed to merge elitist, pluralist, \\& dialectic perspectives on the community in this pilot study of 36 large US cities. Whether metropolis, society, or even some larger unit is in question, community life is organizational life \\& should therefore be viewed in interorganizational terms. Since organizations tend to pursue conflicting interests \\& plural values in certain issue areas but need one another in others, they will resist domination by any one or a few of their number, yet form the coalitions for specific community action that underlie decentralized decision making. Supporting this, large scale \\& diversified or decentralized municipal government is found to be associated with the diversity of other organizations notably ones with extralocal linkages within the city. These 2 municipal variables permit longitudinal prediction of the Clark NORC decentralization of decision making scores. Where organizations fail to abound, power may be wielded by an organized elite over an unorganized mass, thereby creating the conditions of polarized conflict, undampened by the cross cutting \\& issue specific lines of coalition \\& conflict existing in organizationally richer environments. The indicators of community decentralization did indeed have independent effects upon the absence of conflict, measured by flouridation of the municipal water supply. Decision by coalition lends special significance to linkage providing organizations. The idea of organizations with plural interests \\& values suggests that centralized governments either are weak or exist in organizationally barren communities; neither alternative is conducive to collective community action. The finding follows that 7 different community outposts, each one requiring interorganizational cooperation, were positively affected by the scale \\& diversification of municipal government \\&/or by its decentralization. All of this suggests that various small conflicts serve to prevent large ones in the multiorganizational setting \\& that the power organizations, even government agencies, depend upon their capacity for coalition formation, whatever the degree of their political autonomy. 6 Tables. HA (Copyright 1975, Sociological Abstracts, Inc., all rights reserved.)},\n journal = {Sociological Focus; 1975, 8, 2, Apr, 111 123.},\n author = {Turk, Herman},\n year = {1975}\n}","bibtype":"article","id":"turk_policy_1975","journal":"Sociological Focus; 1975, 8, 2, Apr, 111 123.","key":"turk_policy_1975","title":"The Policy Outputs and Conflicts of Large Communities from an Interorganizational Viewpoint","type":"article","year":"1975","bibbaseid":"turk-thepolicyoutputsandconflictsoflargecommunitiesfromaninterorganizationalviewpoint-1975","role":"author","urls":{},"downloads":0},"search_terms":["policy","outputs","conflicts","large","communities","interorganizational","viewpoint","turk"],"keywords":[],"authorIDs":[],"dataSources":["Xm6L6ijSnPNgxubpW"]}