Buch, Englisch, 280 Seiten, Format (B × H): 244 mm x 160 mm, Gewicht: 522 g
Buch, Englisch, 280 Seiten, Format (B × H): 244 mm x 160 mm, Gewicht: 522 g
ISBN: 978-0-19-009199-6
Verlag: Oxford University Press
A broad review of how nonprofits, businesses, and governments work together to tackle social problems
Networks for Social Impact takes a systems approach to explain how and when networks make a social impact. Michelle Shumate and Katherine R. Cooper argue that network design and management is not a one-size-fits-all formula. Instead, they show that the type of social issue, the mechanism for social impact, environment, and resources available each determine appropriate choices.
Drawing on research from public administration, psychology, business, network science, social work, and communication, this book synthesizes what we know about how to best design and manage networks. It includes illustrations from thirty original case studies which describe groups of organizations addressing issues such as gender-based violence, educational outcomes, senior care, veterans' services, mental health and wellness, and climate change.
Additionally, the volume examines critical issues that leaders address in creating and managing networks, including social issue analysis, network governance, securing and managing funding, dealing with power and conflict, using data effectively, and managing change. Each chapter includes tools for network leaders to use to handle these issues. This book is neither an overly idealistic, pro-collaboration account of the benefits of network approaches, nor is it a critical view of these efforts. Instead, this clear and concise volume highlights the opportunities and challenges of networks.
Autoren/Hrsg.
Fachgebiete
- Sozialwissenschaften Soziologie | Soziale Arbeit Altersgruppen Alterssoziologie
- Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmensethik
- Geisteswissenschaften Philosophie Angewandte Ethik & Soziale Verantwortung Wirtschaftsethik, Unternehmensethik
- Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Non-Profit-Organisationen, Verbände
- Sozialwissenschaften Politikwissenschaft Politische Systeme Verwaltungswissenschaft, Öffentliche Verwaltung
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Vertrieb
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Marketing
Weitere Infos & Material
- Foreword
- Preface
- List of Tables
- List of Figures
- Acronyms
- Chapter One: What are Networks for Social Impact?
- Social impact
- Networks
- Research methods
- The dimensions of networks for social impact
- Configurational and process approaches to social impact
- Axioms of this book
- Plan of the book
- Case Study: Summit Education Initiative
- Tools for Network Instigators: Overview of cases
- Chapter Two: Is Social Impact the Goal?
- Defining social impact and network outcomes
- Outcomes other than social impact
- What kind of problem is the network trying to solve?
- Dead-ends to social impact
- Pathways to social impact
- Case Study: The Wisconsin Association for Independent Colleges and Universities
- Tools for Network Instigators: Root cause analysis
- Chapter Three: Setting up the Network
- Network instigators
- Recruiting network participants
- Managing network membership
- Decision-making processes
- Setting the goal or goals of the network
- Defining structures and roles
- Developing external legitimacy
- Getting funding
- Network reincarnations
- Dead ends in network emergence
- Network dilemmas in emergence
- Pathways to social impact from network emergence
- Case study: Education for All
- Tools for network instigators: Actor maps and consensus-based decision making
- Chapter Four: The Influence of Funders and Resources
- The resources that bring social impact networks together
- What resources are needed to achieve social impact
- Dead ends to social impact
- Dilemmas in managing network resources
- Network pathways to social impact
- Case study: Two networks to combat gender-based violence
- Tools for network instigators: Fiscal sponsorship and community asset inventory
- Chapter Five: Power and Conflict
- Power in networks
- Interfaces for conflict
- Dead ends for addressing conflict
- Dilemmas in managing network conflict
- Pathways to social impact in the midst of conflict
- Case study: NF Collective
- Tools for network instigators: Stakeholder participation tool and VOICE heuristic
- Chapter Six: Using Data to Support Networks' Theory of Change
- Data use for project-based social impact
- Data use for learning-based social impact
- Data use for policy-based social impact
- Data use for catalyst-based social impact
- Data use for systems-alignment based social impact
- Data use for network management
- Data use for community empowerment
- Dead ends for data use to support theories of change
- Network dilemmas for data use to support theories of change
- Pathways for data use to support theories of change
- Case study: Chicago Benchmarking Collaborative
- Tools for network instigators: Data use in networks tool and pivot tables
- Chapter Seven: Remaining Agile and Adaptable
- Incremental change and serendipitous networks
- Radical change and serendipitous networks
- Incremental change and goal-directed networks
- Radical change and goal-directed networks
- Network death and reincarnation
- Dead-ends for managing network change
- Dilemmas in managing network change
- Pathways for managing network change
- Case study: Westside Infant Family Network
- Tools for network instigators: Network change decision-tree
- Chapter Eight: Frontiers for Networks for Social Impact
- The axioms for social impact networks
- Implications for researchers, network instigators, and funders
- References
- Index
