Personal relationship strategies and outcomes in a membership organization

Abstract

PurposeThis study seeks to investigate strategies for building personal relationships with an organization's members, and to examine the outcomes of personal relationships in an advocacy organization.Design/methodology/approachThe case study includes interviews with 39 staff people at national, state, and affiliate levels of the organization; 58 members; and five former members, for a total of 102 participants. Document analysis and participant observation were supplemental methods.FindingsThe following strategies for cultivating personal relationships were identified: direct engagement, task sharing, constitutive rhetoric, peer linking, hat‐in‐your‐hand, investment in local relationships, and targeting of aware affiliates for diversity efforts. To contribute to the discussion about the value of personal relationships in organizations, the study also investigated the outcomes of personal relationships. The outcomes found in the study include affective commitment, political leverage, social capital, member recruitment, and member retention.Research limitations/implicationsAlthough many of the cultivation strategies and outcomes are likely to apply to various contexts, some of them may be specific to the context of an advocacy organization that has a grass‐roots culture and layers of leadership, such as local, state, and national offices.Practical implicationsOrganizations can read the study to identify potential strategies they can use to cultivate strong personal relationships with their stakeholders.Originality/valueThe study produces new cultivation strategies and outcomes for personal relationships and engages in a critical discussion of the existing literature.