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From the de-institutionalization of psychiatric hospitals to the
privatization of prisons, the dramatic public policy changes of the
last three decades have been, to a large extent, changes in
organization. The chapters in this volume examine these
organizational changes. We learn how organizations shift
strategies, create alliances, cross boundaries and react to
incentives as they respond to changing environmental pressures. We
learn about the complex relationships between organizations and
their clients and how these relations can be altered in response to
environmental change. Chapters in the first section focus primarily
on inter-organizational relations among health care and community
development organizations. Chapters in the second section focus
primarily on relations between organizations and their clients,
both in medical organizations and in the criminal justice system.
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