Changing Interorganizational Culture: A Case Study of Trust and Power in an Interorganizational Network
This case study examines trust and power as influencing the culture of homeless service providers in New York City and surrounding areas.
||Organizational Change, Interorganizational Networks, Trust, Power, Collaboration
International Journal of Knowledge, Culture and Change Management, Volume 5, Issue 1, pp.119-128.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.942MB).
Jennifer Powers is a visiting assistant professor at the University at Albany. She teaches undergraduate courses in web development and information science. She has her Masters degree in Classics from Tufts University and her doctorate in Information Science from the University at Albany, with specializations in Organizations, Education and Information Technology, and Collaboration. Current research interests include trust and power in interorganizational relationships and collaboration among undergraduate students, graduate students, and K–12 teachers and students.
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