My dissertation research is interdisciplinary in nature, at the nexus of three areas of scholarly work and actual practices: union renewal and non-unionized workers-rights organizing in Canada and the US; feminist, anti-racist Marxian approaches to class relations as being racialized, gendered and bureaucratic; and, the institutional ethnographic method of inquiry into social reality. My empirical focus is on the Ontario Minimum Wage Campaign (OMWC). The OMWC was a Toronto-based labour-community project to raise the minimum wage to $10 per hour. It was started in 2001 by Justice for Workers (J4W), was carried on by the Ontario Needs a Raise coalition (ONR) from 2003 to 2006, and was re-launched in 2007 by the Toronto and York Region Labour Council (TYRLC) in association with some community groups. The OMWC brought together across time and space activist groups, community agencies and labour organizations, all of whose volunteers, members, clients, educators, officials and staff were the agents and/or targets of the campaign. The apparent victory of the OMWC is quite contested. Local campaign realities were compartmentalized in numerous ways and OMWC involvement met different institutionally specific and coordinated needs. And while coalitions generally arise as vehicles to transcend such institutional separation, the campaign was challenged to materially bridge such compartmentalization. The fragmentation of reality amongst institutions and how it was managed in practice affected how collaboration, participation, and decision-making happened and appeared to have happened in organizing and educational activities. While there were at times transformative intentions, there was generally a pragmatic anti-racist organizing practice and effect. I contend that the complexity of contemporary society poses great challenges for the possibilities for human-agency based labour-community workers-rights organizing with a broad-based, political capacity for movement building orientation. I suggest that this is largely so because the social coordination of what we do and what we understand about what we do turns on at least three components of social reality: an institution-based organization of multi-layered social relations that is generally locally circumscribed but extralocally driven; a conditioned individually-driven orientation to meeting human needs; and an ideological orientation to both the content of ideas and thought, and the process of that reasoning.

My dissertation research is interdisciplinary in nature, at the nexus of three areas of scholarly work and actual practices: union renewal and non-unionized workers-rights organizing in Canada and the US; feminist, anti-racist Marxian approaches to class relations as being racialized, gendered and bureaucratic; and, the institutional ethnographic method of inquiry into social reality. My empirical focus is on the Ontario Minimum Wage Campaign (OMWC). The OMWC was a Toronto-based labour-community project to raise the minimum wage to $10 per hour. It was started in 2001 by Justice for Workers (J4W), was carried on by the Ontario Needs a Raise coalition (ONR) from 2003 to 2006, and was re-launched in 2007 by the Toronto and York Region Labour Council (TYRLC) in association with some community groups. The OMWC brought together across time and space activist groups, community agencies and labour organizations, all of whose volunteers, members, clients, educators, officials and staff were the agents and/or targets of the campaign. The apparent victory of the OMWC is quite contested. Local campaign realities were compartmentalized in numerous ways and OMWC involvement met different institutionally specific and coordinated needs. And while coalitions generally arise as vehicles to transcend such institutional separation, the campaign was challenged to materially bridge such compartmentalization. The fragmentation of reality amongst institutions and how it was managed in practice affected how collaboration, participation, and decision-making happened and appeared to have happened in organizing and educational activities. While there were at times transformative intentions, there was generally a pragmatic anti-racist organizing practice and effect. I contend that the complexity of contemporary society poses great challenges for the possibilities for human-agency based labour-community workers-rights organizing with a broad-based, political capacity for movement building orientation. I suggest that this is largely so because the social coordination of what we do and what we understand about what we do turns on at least three components of social reality: an institution-based organization of multi-layered social relations that is generally locally circumscribed but extralocally driven; a conditioned individually-driven orientation to meeting human needs; and an ideological orientation to both the content of ideas and thought, and the process of that reasoning.

Community coalitions are an important part of the public health milieu and thus subject to many of the same external pressures as public health organizations--including changes in required strategic orientation. Many funding agencies have shifted their funding agenda from program development to policy change. Thus, the Florida Prevention Research Center created the Community-Based Prevention Marketing for Policy Development framework to teach community coalitions how to apply social marketing to policy change. The dissertation research reported here was designed to explicate the framework's theory-of-change. The research question was: "What are the linkages and connections between CBPM inputs, activities, immediate outcomes, intermediate outcomes, and ultimate impacts?" The author implemented a case study design, with the case being a normative community coalition. The study adhered to a well-developed series of steps for system dynamics modeling. Results from model simulations show how gains in performance depend on a community coalition's initial culture and initial efficiency, and that only the most efficient coalitions may see benefits in coalition performance from implementing Community-Based Prevention Marketing for Policy Development. Theoretical implications for social marketers--e.g., real-world example of how to work `upstream'--and system dynamics modelers--e.g., application of generic structures--are discussed. Practical implications for the framework's developers--namely, the importance of managing the early expectations of framework adopters--are discussed as well.