This doctoral thesis presents an exploratory case study of Kids in Shape (KIS), a community-institution initiative (CII) in which the author operated as an intermediary change agent responsible for facilitating community mobilization around the initiative. This study sought to examine the processes and dynamics underlying the mobilization of intersectoral local organizations involved in the project, as well as the role the first author played from her posture. A single case analysis was constructed based on qualitative methods and analysis of the community mobilization process and intermediary change agent's practice over a 29-month period (December 2005-April 2008). The data derived from five sources: (1) intermediary change agent participant observation and descriptive notes, (2) intermediary change agent reflective notes, (3) local partners' monthly meeting recording transcripts and notes, (4) debriefing notes from KIS research team meetings, and (5) written and electronic material. The analysis involved a two-stage process: (1) inductive, thematic coding and analysis of the raw data (Patton, 1990); and (2) theoretical, conceptual coding and interpretation of emerging themes (Braun & Clarke, 2006; Paquette, 2007) based on four concepts derived from resource dependence theory (i.e., resource interdependence, autonomy, ownership, and control over the use and contribution of resources). The results showed that the intermediary change agent's work was characterized by a set of tensions occurring along three continuums: process-product, insider-outsider, and bottom-up/top-down. Inherent to these tensions were organizational autonomy and ownership (i.e., control) over various types of processes/capacities and resources, notably between KIS's research team and local partners. This case analysis also revealed key managerial strategies (i.e., activating, synthesizing, framing, mobilizing) which strengthened relationships of interdependence between local organizations, and barriers which hindered the development of collective capacities. Finally, local organizations were found to move through different stages as they learned to work together and achieve collective goals. Results from this case study enabled the conceptualization of a theoretical construct of interdependence dynamics operating among organizations involved in KIS, and strategies used by the intermediary change agent to manage these dynamics throughout the community mobilization process. The results suggest that the notions of organizational resources (i.e., financial, in-kind, political), capacities, autonomy, and ownership need to be considered in an integrated model in order to understand the complex dynamics and relationships operating among organizations involved in CII.
| Identifer | oai:union.ndltd.org:uottawa.ca/oai:ruor.uottawa.ca:10393/29911 |
| Date | January 2009 |
| Creators | Faubert, Christine |
| Publisher | University of Ottawa (Canada) |
| Source Sets | Université d’Ottawa |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Format | 298 p. |
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