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Response of Community Organizations to the Civil Unrest in Los Angeles

Jennifer M. Coston

School of Public Administration at the University of Southern California

Terry L. Cooper

School of Public Administration at the University of Southern California

Richard A. Sundeen

School of Public Administration at the University of Southern California

An analysis of four case studies provides evidence of a unique and short-term increase of resource dependence on community organizations by outside institutions in times of emergency. Outside institutions rely on community organizations as the primary service providers, sometimes temporarily replacing traditional service channels; they also depend on the advantages these organizations offer for the distribution of their own resources. A window of opportunity results for these organizations to advocate on behalf of their clientele, establish their own policies for distribution of resources, and expand and create programs. Policy implications are discussed, as well as the possible changes in these relationships in the long run.

Nonprofit and Voluntary Sector Quarterly, Vol. 22, No. 4, 357-373 (1993)
DOI: 10.1177/0899764093224007
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