Interorganizational Groups in Human Services: Environmental and Interpersonal Relationships

Abstract

Despite the frequent use of interorganizational groups in human services, their performance tends to be uneven. A dual focus on both environmental and interpersonal dimensions is required to understand variations in the development and outcomes of these groups. The author proposes a conceputal framework, grounded in open systems theory, exchange theory, and small group theory, to integrate both external and internal perspectives. Four types of interorganizational groups are identified based on their origin (mandated vs. voluntary) and the source of task structure (externally directed vs. internally developed). The four group types are illustrated with scenarios that highlight potential benefits and concerns. Characteristics of each group type are discussed. Further, administrative and policy guidelines are suggested for improving the performance of each type of group.

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