CH 8: Doing More with More: Leveraging Community Capacity to Reduce Costs, Mitigate Risks, and Create Competitive Advantage
From the Book: The Refractive Thinker®: Vol. IX: Effective Business Practices in Leadership and Emerging Technologies


Summary

This study was framed by Cummings’ (1984) theoretical model for understanding transorganizational systems (TS) (networked organizations of organizations) and the later integrative transorganizational development (TD) model consisting of four-phases for developing a TS—identification, convention, organization and evaluation (Cummings & Worley, 2005). The main research question was what are the factors that contribute to the development, implementation, and evaluation of an organization of organizations for building community capacity (Batchelor, 2011)? The study was further framed by a Large Group Intervention (LGI) method, a modified version of a Whole-Scale™ Change (Dannemiller & Jacobs, 1992; Dannemiller Tyson Associates, 2000). The modified Whole-Scale™ Change approach served as a framework within the larger TD framework for the purpose of specifically addressing how to facilitate the group process throughout the four phases of TD (Cummings & Worley, 2005). Lastly, the study was framed by Flora, Flora, & Fey’s (2004) Community Capitals Framework (CCF) to identify the collective resources or capital assets invested by a community (Flora, Emery, Fey, & Bregendahl, 2005) for the purpose of evaluating how effectively a networked organization of organizations is building community capacity. The purpose of this writing was to examine the concept of doing more with less while sustaining business growth.
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