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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Published in | Administration in social work Vol. 36; no. 2; pp. 109 - 132 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
New York
Taylor & Francis Group
01.04.2012
Taylor & Francis LLC |
Subjects | |
Online Access | Get full text |
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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. |
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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 |