Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance
Thesis (Ph. D.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, February 2004.
| Main Author: | |
|---|---|
| Other Authors: | |
| Format: | Thesis |
| Language: | eng |
| Published: |
Massachusetts Institute of Technology
2005
|
| Subjects: | |
| Online Access: | http://hdl.handle.net/1721.1/16619 |
| _version_ | 1811086385664229376 |
|---|---|
| author | Herranz, Joaquin |
| author2 | Paul Osterman. |
| author_facet | Paul Osterman. Herranz, Joaquin |
| author_sort | Herranz, Joaquin |
| collection | MIT |
| description | Thesis (Ph. D.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, February 2004. |
| first_indexed | 2024-09-23T13:25:10Z |
| format | Thesis |
| id | mit-1721.1/16619 |
| institution | Massachusetts Institute of Technology |
| language | eng |
| last_indexed | 2024-09-23T13:25:10Z |
| publishDate | 2005 |
| publisher | Massachusetts Institute of Technology |
| record_format | dspace |
| spelling | mit-1721.1/166192019-04-10T17:42:25Z Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance Herranz, Joaquin Paul Osterman. Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. Urban Studies and Planning. Thesis (Ph. D.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, February 2004. Includes bibliographical references (v. 2, leaves 312-317). This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections. Set in the context of labor market restructuring, public policy reform, and blurring government/nonprofit boundaries, this study examines the functions, adaptation, and performance of Boston's three One-Stop Career Centers between 1996 and 2002-a time period encompassing distinct eras of changing policy and labor market conditions. Along with other types of labor market intermediaries (LMIs), One-Stop Career Centers have arisen as sites of organizational and institutional innovation in mediating the labor matching process. However, compared to other LMIs, much less is known about career centers' employment brokering operations. This study helps address this research gap by providing a detailed analysis of three career centers. This investigation answers three research questions related to the 1) functions; 2) adaptation; and 3) performance of career centers with differing organizational sponsorships. In doing so, the study develops a conceptual framework based on three strategic orientations-community, bureaucratic, and entrepreneurial-that helps to clarify and categorize organizational processes, change, and outcomes. (cont.) The study finds that different strategic orientations are related to variation in organizational planning, practice, networks, and performance. Strategic orientation is also found to influence organizational adaptability during both a tight labor market and an economic recession, as well as during implementation of major federal policy changes related to welfare reform and workforce development reform. The study contributes to scholarship on employment brokering and labor market institutional change by offering an empirical analysis and theoretical framework that highlights the emergent role of One-Stop Career Centers as publicly-funded labor market intermediaries. The study is also immediately relevant to policymakers and practitioners involved in the more than 1,900 career centers across the country. For them, this study provides a better understanding of the programmatic trade-offs associated with career center operations and therefore may help them improve the labor matching process for both employers and job-seekers--especially those with barriers to employment. by Joaquín Herranz, Jr. Ph.D. 2005-05-17T14:41:36Z 2005-05-17T14:41:36Z 2003 2004 Thesis http://hdl.handle.net/1721.1/16619 55694317 eng M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 2 v. (317 leaves) 1159382 bytes 1162579 bytes application/pdf application/pdf application/pdf Massachusetts Institute of Technology |
| spellingShingle | Urban Studies and Planning. Herranz, Joaquin Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance |
| title | Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance |
| title_full | Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance |
| title_fullStr | Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance |
| title_full_unstemmed | Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance |
| title_short | Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance |
| title_sort | innovating with institutions how strategic orientations among one stop career centers influence labor matching adaptation and performance |
| topic | Urban Studies and Planning. |
| url | http://hdl.handle.net/1721.1/16619 |
| work_keys_str_mv | AT herranzjoaquin innovatingwithinstitutionshowstrategicorientationsamongonestopcareercentersinfluencelabormatchingadaptationandperformance |