Zooming in on labor market cooperation: A study of a failed project to support unemployed young people

In: Social policy and administration, Band 54, Heft 3, S. 410-426

Abstract

AbstractPurposeThe aim was to study the relational dynamics of interorganizational cooperation over the life of a labor market project supporting unemployed young people.MethodsThe methodological process followed the practice theory toolkit described by Nicolini (2012). Data were collected by ethnographical methods through the initiation, development and closing down of the project. Data analysis was performed in relation to three focus areas: (a) tensions between creativity and normativity, (b) processes of legitimation and stabilization and (c) interactional order.ResultsThe results visualized how a lack of consensus and the presence of two divergent rationalities, a coordinating rationality and an empowerment rationality, within the project organization had major influences on the initiation, development and closing down of the project.ConclusionsThe study has, by using a practice theory approach, illuminated the complex dynamics of cooperative projects. The study highlights four central and relative conditions when setting up cooperative projects: (a) to enable open and clear communication, (b) to create an adequate structure for the project and clarify assignments and roles in the project organization, (c) to build trustful relationships within the project organization and towards cooperative actors, and (d) to prioritize steering and monitoring in cooperative projects in order to avoid the project deviating from its purpose.