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Between Atomistic and Participatory Democracy: Leverage, Leadership, and Legitimacy in Israeli Civil Society
Jennifer Lynn Oser*
The Federmann School of Public Policy & Government
* To whom correspondence should be addressed. E-mail: oser{at}post.harvard.edu.
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Abstract |
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Although a great deal of research on civic engagement has been based on individual survey responses, there is emerging consensus for the need to better understand the civic opportunities provided by a given organizational context. This article develops a conceptual model to examine the different reasons why organizations would choose to invest in a membership-recruiting strategy despite the significant investment this strategy requires. The case study analysis of interest group associations in Israel confirms the hypothesis of an increased use of membership as an organizational strategy for building policy influence. The organizations are shown to be more interested over time in developing political leverage for influencing policy-making processes. Membership is viewed primarily as a strategy for rhetorical or symbolic legitimation for one organization, but even this organization uses membership as a tool for gaining greater leverage resources. Yet the findings are not optimistic regarding the focus on developing civic leadership.
First published on May 4, 2009
Nonprofit and Voluntary Sector Quarterly 2009, doi:10.1177/0899764009334587
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