Organization‐Level Predictors of Sustained Social Movement Participation. Issue 1 (16th December 2014)

• Record Type: Journal Article
• Authors: Tesdahl, Eric A.; Speer, Paul W.
• Is Part Of: American journal of community psychology. Volume 55:Issue 1/2(2015)
• Page Start: 74
• Page End: 88
• Publication Date: 2014-12-16
• Subjects: Community organizing -- Participation -- Civic engagement -- Settings -- Social movement organizations -- Organizational practices; Community psychology -- Periodicals; Community mental health services -- Periodicals; Community psychiatry -- Periodicals; Community Mental Health Services -- Periodicals; Community Psychiatry -- Periodicals; 155.905
• DOI: 10.1007/s10464-014-9692-9
• Languages: English
• ISSNs: 0091-0562

Abstract

Abstract: Long‐term sustained participation represents one of the most important resources available to community organizations and social movement organizations (SMOs). The participatory literature on community and SMOs has identified a host of individual‐level factors that influence participation beyond initial engagement, and has more recently identified contextual factors that influence participation. This study builds upon current understandings of participation in SMOs by examining how sustained participation in movement activities is affected by two qualities of SMO settings: repertoire of organizational activity, and equality of staff contact with organization members to cultivate and facilitate individual participation. To this end, we employ multi‐level regression techniques to examine longitudinal data on participation within 50 local chapters of a national congregation‐based community organizing federation. We find that the conduct of organizational activities previously shown to increase levels of participation among individual persons does not necessarily lead to increases in aggregate or organization ‐ level participation . Further, we find that conditions of unequal staff contact among organization members represent a notable drag on organization‐level participation over time. Our findings suggest that organizers and organizational leaders may well see greater levels of participation in their organizations by simply re‐distributing resources and opportunities more equitably within their organizations.