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- Genre: Academic theses
Description
This dissertation sought to understand how leaders in a public-private strategic alliance collaboratively address complex community problems. The study responded to the gap in academic research of leadership and public relations in alliances to solve complex social issues, as well as the scant scholarly attention to alliance leaders' communications with stakeholders. Its findings corresponded to framing theory, stakeholder theory, SWOT (strengths/weaknesses/opportunities/threats) theory, complexity theory, and the subtopic of complex leadership -- all through the lens of public relations. This investigation culminated in the introduction of the C.A.L.L. to Action Model of Community Engagement, which demonstrates the confluence of factors that were integral to the alliance's success in eliminating chronic homelessness among veterans in Maricopa County, Arizona -- Communication, Alliance, Leadership, and Leverage. This qualitative case study used the method of elite or in-depth interviews and grounded theory to investigate the factors present in a community engagement that achieved its purpose. It served as a foundation for future inquiry and contributions to the base of knowledge, including 1) additional qualitative case studies of homeless alliances in other communities or of other social issues addressed by a similar public-private alliance; 2) quantitative methods, such as a survey of the participants in this alliance to provide triangulation of the results and establish a platform for generalization of the results to a larger population.
ContributorsSweeter, Janice Martha (Author) / Matera, Frances (Thesis advisor) / Godfrey, Donald G. (Committee member) / Gilpin, Dawn (Committee member) / Shockley, Gordon (Committee member) / Arizona State University (Publisher)
Created2015
Description
The purpose of this study is to identify and examine how top revenue-generating nonprofits in Japan and the U.S. use Facebook, and to compare the differences. The two countries were selected due to the differing levels of government support for social welfare and related programs as the level of government support for social welfare tends to affect the size of a country’s nonprofit. To compare nonprofits in two countries, the International Classification of Nonprofit Organizations (ICNPO) was applied. U.S. nonprofits tend to offer more information on their Facebook profile compared to Japanese nonprofits. Additionally, 83% of nonprofits in the U.S. had a Facebook profile, while only 67% of Japanese nonprofits had a Facebook profile. As for engagement, this research shows that Japanese nonprofits tend to have better engagement compared to U.S. nonprofits. Additionally, with respect to post types, in the U.S. it is clear that for nonprofits in the Health category, posting images helps to promote engagement with users. However, in Japan, the same is true only for the Social Service category. While images tend to help increase engagement, posts with videos lower engagement for the U.S. cultural, health, philanthropic, and international nonprofits. However, in Japan, posting videos has a positive correlation with engagement for social service and environmental nonprofits. In addition, for Japanese nonprofits, posting an external link hurts engagement if the nonprofit is in either the Health or Philanthropic categories, which is the same for the U.S. However, posting an external link increases engagement for nonprofits in the Environmental category in Japan, but increases engagement for nonprofits in the Cultural category in the U.S. With respect to post content type, requesting donations through external links caused decreased comment based engagement for U.S. nonprofits. For Japanese nonprofits, including videos on posts requesting volunteers or donations increases comment based engagement. While some of these results are surprising, they indicate that different approaches are needed in different nonprofit categories and in different countries if nonprofits want to maximize user engagement.
ContributorsHashimoto, Sakura (Author) / Wang, Lili (Thesis advisor) / Shockley, Gordon (Thesis advisor) / Hager, Mark (Committee member) / Arizona State University (Publisher)
Created2022
Description
This research explores and deepens our understanding of an element of arts infrastructure in the United States: the arts incubator, an organizational form or programmatic initiative that exists at the intersection of artistic production, entrepreneurship, and public policy. The study is a qualitative cross-case analysis of four arts incubators of different types: Arlington Arts Incubator, Intersection for the Arts, Center for Cultural Innovation, and Mighty Tieton, situated within the context of the literature of arts incubators, business incubator evaluation, and a theoretical framework for understanding entrepreneurship in the US arts and culture sector.
The research opens the black box of incubator operations to find that arts incubators create value for client artists and arts organizations both through direct service provision and indirect echo effects but that the provision of value to communities or systems is attenuated and largely undocumented. Arts incubators, like many small arts organizations, tend to look retrospectively at outputs rather than at the processes that convert inputs to tangible impacts, or means into ends. This is an issue not relegated only to the arts and culture sector; business incubators share some of these tendencies. Despite these issues, arts incubators remain a potentially impactful tool of cultural policy if their processes and activities align with their strategic goals and those processes and activities are assessed formatively and summatively.
The research opens the black box of incubator operations to find that arts incubators create value for client artists and arts organizations both through direct service provision and indirect echo effects but that the provision of value to communities or systems is attenuated and largely undocumented. Arts incubators, like many small arts organizations, tend to look retrospectively at outputs rather than at the processes that convert inputs to tangible impacts, or means into ends. This is an issue not relegated only to the arts and culture sector; business incubators share some of these tendencies. Despite these issues, arts incubators remain a potentially impactful tool of cultural policy if their processes and activities align with their strategic goals and those processes and activities are assessed formatively and summatively.
ContributorsEssig, Linda (Author) / Schugurensky, Daniel, 1958- (Thesis advisor) / Fahlman, Betsy (Committee member) / Shockley, Gordon (Committee member) / Arizona State University (Publisher)
Created2015
Description
This study provides insights into expanding the concepts of community arts in general and more specifically community-based art practices (CAP); highlights the participatory characteristics in the processes of CAP, and seeks to discern the mechanism that contributes to the formation of community collective identity. Revolving around Bhattacharyya’s (1995, 2004) conceptualization of community development, this study found it essential for exploring the fundamental concept of community in relation to community identity. To examine the concept of community identity, this research anchors the inquiry by studying how community-based art practice contributes to community identification and seeks to discover the connection between identity process and social change. The research also discusses the emergent concepts that serve as influential factors to the formation of community identity and proposes an alternative identification mechanism, ‘jen-tung’ process, which provides a needed new dimension to the existing theories of social identity formation and community efficacy development.
ContributorsHsia, Chiamei (Author) / Knopf, Richard C. (Thesis advisor) / Buzinde, Christine (Committee member) / de la Garza, Sarah Amira (Committee member) / Shockley, Gordon (Committee member) / Arizona State University (Publisher)
Created2020