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Collaborative Success and Community Culture: Cross-Sectoral Partnerships Addressing Homeslessness in Omaha and Portland Author: Patrick McNamara Dissertation School: Board of Regents, University of Nebraska at Omaha Pages: 299 Publication Date: August 2007 Availability: Access Number: 10840 Abstract: This dissertation explores the impact of community culture on the success of cross-sectoral collaboratives addressing homelessness in Omaha, Nebraska, and Portland, Oregon. A comparative case study approach is used to build theory about how the environment helps to make conditions conducive or challenging to collaboration between government, business, and nonprofit organizations. The concept of community culture is operationalized by including three interrelated factors - social capital, community power, and political history - to assess two cities. Omaha is a model of a private sector community culture, high in bonding social capital, where central control of decisionmaking and elite support has traditionally been the sign of a successful collaboration. Portland is a model of a public sector community culture, high in bridging social capital, where decisions are legitimized by using appropriate processes, with a history of pluralism and citizen participation, and where elected officials or public administrators have served as the leaders of a successful collaboration. |
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