Files in this item
|(no description provided)|
|Title:||Interorganizational Relations Between Extension Agencies and Other Agricultural Development Agencies in Asian and Oceanian Countries|
|Author(s):||Kang, Jae Tae|
|Department / Program:||Education|
|Degree Granting Institution:||University of Illinois at Urbana-Champaign|
|Abstract:||This study had two main purposes. First, the study was intended to determine the factors related to the three facets of interorganizational relations (coordination, structural conflict and operating conflict) in extension agencies and other agricultural development agencies. Second, the study was intended to determine whether there are differences between general and commodity-specific extension agencies, in terms of the selected aspects of interorganizational relations.
The data were collected through a questionnaire mailed to the extension directors in the Asian and Oceanian countries. Data for the study came from 22 general extension agencies in 15 countries and 12 commodity-specific extension agencies from 10 countries.
The major findings of the study were as follows: (1) Resource, power and exchange variables were found to be more important determinants of all three dependent variables (coordination, structural conflict and operating conflict) than were the organizational variables of age, size and complexity. The resource variable was the best predictor of all three dependent variables. (2) Commodity-specific extension agencies had more frequent contact and more complex interorganizational contacts than did the general extension agencies. In addition, respondents in commodity-specific extension agencies reported less structural and operating conflict with the other agricultural development agencies than did the respondents in general extension agencies.
Considering the results of the study, the following recommendations were made: (1) Careful and long-range planning is necessary to encourage both more frequent contacts and more complex contact modes, such as resource exchange, overlapping board membership and joint programs. (2) Real sophistication in planning for better interorganizational relations lies in strengthening the individual components, especially in terms of the resources and power. In other words, there is a need to create a balanced institutional and physical infrastructure among the agricultural development agencies. (3) It is recommended that leaders in general extension agencies try to adopt some general principles of coordination which are characteristic of commodity-specific extension agencies.
Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1984.
|Date Available in IDEALS:||2014-12-15|