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A Heuristic Framework for Understanding the Role of Participatory Decision Making in Community‐Based Non‐Profits
Author(s) -
Bess Kimberly D.,
Perkins Douglas D.,
Cooper Daniel G.,
Jones Diana L.
Publication year - 2011
Publication title -
american journal of community psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.113
H-Index - 112
eISSN - 1573-2770
pISSN - 0091-0562
DOI - 10.1007/s10464-010-9396-8
Subject(s) - health psychology , heuristic , citizen journalism , public health , management science , sociology , psychology , social psychology , computer science , economics , artificial intelligence , medicine , world wide web , nursing
This paper explores the role of member participation in decision‐making (PDM) from an organizational learning (OL) perspective. Community‐based organizations (CBOs) serve as mediators between the individual and the local community, often providing the means for community member participation and benefiting organizationally from members’ input. Community psychologists have recognized these benefits; however, the field has paid less attention to the role participation plays in increasing CBOs’ capacity to meet community needs. We present a framework for exploring how CBO contextual factors influence the use of participatory decision‐making structures and practices, and how these affect OL. We then use the framework to examine PDM in qualitative case study analysis of four CBOs: a youth development organization, a faith‐based social action coalition, a low‐income neighborhood organization, and a large human service agency. We found that organizational form, energy, and culture each had a differential impact on participation in decision making within CBOs. We highlight how OL is constrained in CBOs and document how civic aims and voluntary membership enhanced participation and learning.