Interorganizational Advocacy Among Nonprofit Organizations in Strategic Action Fields: Exogenous Shocks and Local Responses

In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 47, Heft 4_suppl, S. 97S-118S

Abstract

Under what conditions do interorganizational efforts shift from sustaining stasis to facilitating change through advocacy in strategic action fields? Using observations of nonprofit umbrella organizations' meetings for organizations that served older adults "aging in place," I identify how organizations collectively reacted to exogenous shocks. I show how members first focused on sensemaking rather than challenging the state about policy changes. However, when a policy change unleashed new organizations into their field, incumbent organizations started exploring defensive tactics against competitors at their umbrella organizations' meetings. At meetings, organizations shifted to meaning-making, developing a frame that advocated people's well-being, cost-savings, and fraud-busting. This frame supported collective action toward creating regulations that protected their clients and organizations' positions. I argue that organizations can recognize horizontal relations with other organizations and react to threats or entertain cooperation. However, they are less likely to mobilize vertically against the state.