The influence of partnership centrality on organizational perceptions of support: a case study of the AHLN structure.
BACKGROUND
Knowledge of the structure and character of inter-organizational relationships found among health promotion organizations is a prerequisite for the development of evidence-based network-level intervention activities. The Alberta Healthy Living Network (AHLN) mapped the inter-organizational structure of its members to examine the effects of the network environment on organizational-level perceptions. This exploratory analysis examines whether network structure, specifically partnership ties among AHLN members, influences organizational perceptions of support after controlling for organizational-level attributes.


METHODS
Organizational surveys were conducted with representatives from AHLN organizations as of February 2004 (n = 54). Organizational attribute and inter-organizational data on various network dimensions were collected. Organizations were classified into traditional and non-traditional categories. We examined the partnership network dimension. In- and out-degree centrality scores on partnership ties were calculated for each organization and tested against organizational perceptions of available financial support.


RESULTS
Non-traditional organizations are more likely to view financial support as more readily available for their HEALTR programs and activities than traditional organizations (1.57, 95% CI: .34, 2.79). After controlling for organizational characteristics, organizations that have been frequently identified by other organizations as valuable partners in the AHLN network were found significantly more likely to perceive a higher sense of funding availability (In-degree partnership value) (.03, 95% CI: .01, .05).


CONCLUSIONS
Organizational perceptions of a supportive environment are framed not only by organizational characteristics but also by an organization's position in an inter-organizational network. Network contexts can influence the way that organizations perceive their environment and potentially the actions that organizations may take in light of such perceptions. By developing evidence-based understandings on the influence of network contexts, the AHLN can better target the particularities of its specific health promotion network.
Moore
Spencer
S
Centre for Health and Policy Studies, University of Calgary, Calgary, Alberta, Canada. spencer.moore@umontreal.ca
Smith
Cynthia
C
Simpson
Tammy
T
Minke
Sharlene Wolbeck
SW
D000416:Alberta; D001291:Attitude of Health Personnel; D019058:Community Networks / Q000191:economics / Q000458:organization & administration*; D003299:Cooperative Behavior; D003659:Decision Making, Organizational; D005378:Financial Support; D005381:Financing, Organized / Q000706:statistics & numerical data*; D006293:Health Promotion / Q000191:economics / Q000458:organization & administration*; D006801:Humans; D007373:Interinstitutional Relations; D017146:Models, Organizational; D019982:Organizational Case Studies; D010317:Partnership Practice / Q000191:economics; D011795:Surveys and Questionnaires