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dc.contributor.authorAngell, Olav Helge
dc.date.accessioned2009-09-11T07:46:11Z
dc.date.issued2008-08-05
dc.identifier.issn0957-8765 (Print) 1573-7888 (Online)
dc.identifier.urihttp://hdl.handle.net/11250/98837
dc.description.abstractThe purpose of this paper is to demonstrate and explain how a Norwegian voluntary, faith-based organization, the Gospel Centre of Norway (Pinsevennenes Evangeliesenter), successfully substituted a “network” for “market” strategy vis-à-vis the public sector in order to obtain organizational legitimacy and financial security. During the first decade of its existence it obtained a unique position in its relationship with the state, as a separate item in the budget of the Ministry of Health and Social Affairs. The organization operates in the field of substance abuse rehabilitation, i.e., in a situation where instrumental effectiveness is difficult to assess. In such a situation ritual or other institutional criteria may replace effectiveness criteria and impression management is shown to be a successful strategy. Attention is paid to the relevant environmental conditions under which this organizational change of strategy was successful.en
dc.format.extent282003 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoengen
dc.publisherSpringeren
dc.subjectvitenskapelig (fagfellevurdert)en
dc.subjectfrivillig arbeiden
dc.subjectoffentlig sektoren
dc.subjectorganisasjoneren
dc.subjectnettverken
dc.subjectPinsevennenes Evangeliesenteren
dc.titleFrom market to state networking: The Case of a Norwegian Voluntary Organizationen
dc.typePeer revieweden
dc.typeJournal articleen
dc.source.pagenumber296-315en
dc.source.volume19en
dc.source.journalVoluntas: International Journal of Voluntary and Nonprofit Organizationsen
dc.source.issue3en


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