An Interorganizational Approach to the Explanation of Community Development Activities

This paper presents an interorganizational theory that attempts to account for and explain the adoption and implementation of innovative ideas at the community level. A flow model is presented to show how organizational responses to an innovative idea occur. It provides for the identification of a relevant order of organizations whose unilateral responses to the innovation determine whether the idea is adopted and implemented or not. Another model on how organizations couple or come together in support of or opposition to the implementation of an innovative idea is presented. Finally, organizational conditions favorable for adoption of innovations within organizations are discussed. The study of organizations involved in community development activities is a neglected field. This is true despite the fact that community development is, first and foremost, an interorganizational phenomenon. Few, if any, development projects can be initiated and completed by a single community organization, and certainly not by an individual. True, an individual might conceive the idea, may even propose the suggested development to the community. But very early in the process, various groups, organizations, or agencies become involved. Social institutions must, in general, become involved to allocate the necessary resources; employ, persuade, and assign the personnel needed to do the work; review the plans; and grant the permits to proceed. In fact, most development projects require the involvement and cooperation of many organizations, as well as cooperative action on the part of many individuals. Correspondence to: Robert C. Anderson, Community Development Programs, 39 Kellogg Center, Michigan State University, East Lansing, MI 48824.