Abstract
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 roles does trust play? Using a case study methodology, participants and observers were interviewed. The data was analyzed using Ainsworth and Feyerhem's diagnostic model of transorganzational 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.
Library of Congress Subject Headings
Interorganizational relations -- Case studies; Organizational change -- Case studies; Social responsibility of business -- Case studies
Date of Award
2020
School Affiliation
Graziadio Business School
Department/Program
Business
Degree Type
Thesis
Degree Name
Masters
Faculty Advisor
Christopher G. Worley
Recommended Citation
Hall, Erin, "An evaluation of a transorganizational development process promoting positive social change" (2020). Theses and Dissertations. 1167.
https://digitalcommons.pepperdine.edu/etd/1167
Included in
Business Law, Public Responsibility, and Ethics Commons, Organization Development Commons