Organizational complexity within private child welfare agencies in the United States and impact on agency performance outlook

Abstract

This paper studies the performance outlook of private child welfare agencies (PCWAs) from a complexity theory lens. We argue that even though these agencies play a key role in delivering safety net services for families, while navigating dynamic environments, there is little empirical evidence identifying concrete complexity factors (i.e., inter-dependence, unpredictability and self-organization) and examining their impact on agency performance. To address this gap, we first conceptualize PCWAs as complex systems as they exhibit the three factors of interest. Then, we operationalize inter-dependence as the number and diversity of services provided, fiscal unpredictability based on managerial report, and self-organization as agency use of inter-organizational ties requiring heavy investment of agency resources. This study presents results from a survey data analysis of 229 PCWA managers in six states in the United States. Results show PCWAs efforts to adapt to organizational complexity can also pose a burden in meeting the needs of consumers and frontline staff. Nonetheless, external accountability through accreditation and a transformational leadership style that is characterized by compassion and attention to front-line workers’ individual needs and goals may be promising strategies to manage the inter-dependent and self-organizing nature of private child welfare systems.