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
Graziadio Business School
Christopher G. Worley
Hall, Erin, "An evaluation of a transorganizational development process promoting positive social change" (2020). Theses and Dissertations. 1167.