Abstract

ABSTRACT How to manage collective action across borders to address shared transborder problems is an ongoing challenge. This study presents a qualitative longitudinal analysis of the organizational history of the U.S.-Mexico border health field during a critical period spanning from 2000 to 2022. It analyzes a process of interorganizational competition, organizational failure, and field contraction followed by new network formation during the COVID-19 pandemic. I argue that policymakers should consider the relational dynamics of organizations as they develop transborder collective action to address shared problems. The research demonstrates the utility of integrating purpose-oriented network and organizational field concepts into borders as process theory which enhances our understanding of how interorganizational relationships mediate debordering and rebordering processes.

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