Boundary-Crossing Careers of Senior Human Service Administrators: A Cross-Case Analysis

Little attention has been given to the boundary-spanning capabilities of human service managers seeking to effectively manage the relationship between public and nonprofit sector programs. This exploratory study begins to identify those capabilities by documenting the boundary-crossing career trajec...

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Bibliographic Details
Published inAdministration in social work Vol. 36; no. 2; pp. 109 - 132
Main Authors Austin, Michael J., Dal Santo, Teresa, Lewis, David
Format Journal Article
LanguageEnglish
Published New York Taylor & Francis Group 01.04.2012
Taylor & Francis LLC
Subjects
boundary spanning
Careers
Human Services
management
Managers
nonprofit
Nonprofit organizations
Public sector
Social services
Studies
United Kingdom
United States of America
United Kingdom > UK
United States > US
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Summary:Little attention has been given to the boundary-spanning capabilities of human service managers seeking to effectively manage the relationship between public and nonprofit sector programs. This exploratory study begins to identify those capabilities by documenting the boundary-crossing career trajectories of senior human service managers and directors in the United States and United Kingdom. The purpose of the study is to identify the lessons learned by senior managers as they reflected, in retrospect, on their careers in both sectors.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 23
ISSN:0364-3107
2330-3131
1544-4376
2330-314X
DOI:10.1080/03643107.2011.564720