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Organizations, especially youth organizations, often use media and communication tools to engage participants and achieve their goals. While these tools have the potential to benefit organizations, it is unclear whether using media tools influences effectiveness and how their use compares to traditional engagement practices. In this chapter, I examine the impact of both media tools and participant inclusion on organizational efficacy, controlling for various organizational characteristics. I use originally collected survey data from paid staff youth nonprofit civic organizations in the Raleigh, North Carolina area. I find that using Twitter increases organizational efficacy, but the effect is ameliorated by the inclusion of organizational characteristics. I also find that media tools tend to be used by organizations in a one-directional manner, which may help explain their limited impact. Using media tools is not sufficient to increase efficacy since the way they are used also matters. Including youth in daily decision-making processes, however, increases organizational efficacy and the relationship is robust to including organizational characteristics.

Collaboration is significant but difficult for the development of youth organizations, this research aims to explore whether the online collaboration process is suitable for youth organizations' collaboration and improve their effectiveness and efficiency.

This research has applied a design approach using the collaboration engineering method, to design an online collaboration process for youth organizations to improve their effectiveness and efficiency. Using a self-developed group support systems (GSS) tool, the authors have tested the new collaboration process through an experiment among four youth organizations and conducted a survey afterwards.

The new process improves the collaboration effectiveness and efficiency. The research also identifies the detailed relationships among influencing factors in the online collaboration process.

There is little research in the context of computer mediated youth organization collaboration. This research designs an online collaboration process for the effective and efficient collaboration of youth organizations and has it tested among representative youth organizations, providing practical instructions for digital youth organization collaboration in the context of global pandemic.

This paper aims to explore the experience of one large Irish youth work organisation, Foróige, to measures introduced during the initial phase of COVID-19 in 2020. In the face of the unprecedented crisis including the closure of schools and curtailment of many youth services, this paper examines how the organisation responded and adapted its service offering.

Qualitative semi-structured interviews were conducted with 12 senior managers and youth officers in Foróige to explore their perspectives on the organisation’s response. Participants were purposively sampled from across the operational management functions and also from regional levels and youth workers engaging in work “on the ground”.

Shifting from a face-to -face, relationship-based to a distanced mode of engagement with young people, colleagues and volunteers required significant adaptation of Foróige’s service model. Innovation took place both in the delivery platform and fundamentally, in its service orientation. The accelerated move to online youth work brought about by the pandemic enabled the organisation to embrace and learn from the challenges and opportunities posed by digital technology. Responding to the immediate and tangible needs of young people in receipt of services, staff found themselves working with families at the more basic levels of intervention.

This paper provides new insights into the nature of non-profit service innovation during a time of unprecedented crisis management. It highlights characteristics of organisational agility that can assist organisations in managing crises, while also pointing the way towards a more flexible operating model for youth work service delivery.

Multiple forces that shape the identities of adolescents and young adults also influence their subsequent career choices. Early work experiences are key among these forces. Recognizing this, youth service programs have emerged worldwide with the hope of shaping participants’ future trajectories through boosting engagement in civically oriented activities and work. Despite these goals, past research on these programs’ impact has yielded mixed outcomes. Our goal is to understand why this might be the case.

We rely on interview, archival, and longitudinal survey data to examine young adults’ experiences of a European youth service program.

A core feature of youth service programs, namely their dual identity of helping others (i.e., service beneficiaries) and helping oneself (i.e., participants), might partly explain the program’s mixed outcomes. We find that participants focus on one of the organization’s identities largely to the exclusion of the other, creating a dynamic in which their interactions with members who focus on the other identity create challenges and dominate their program experience, to the detriment of a focus on the organization and its goals. This suggests that a previously overlooked feature of youth service programs (i.e., their dual identity) might prove both a blessing for attracting many diverse members and a curse for achieving desired outcomes.

More broadly, our results suggest that dual identity organizations might attract members focused on a select identity, but fail to imbue them with a blended identity; thus, limiting the extent to which such organizations can truly “redirect” future career choices.

Since January 2015, the Dutch youth care system has been under construction. Its focus has shifted from the problematic to the normal development of children. Emphasis on the capacities of both youths and parents, on customized care and on better cooperation between professionals should decrease the use of specialized services. This reconstruction of the youth care system not only appeals to the competencies and skills of professionals, but also requires innovations in terms of leadership. The purpose of this paper is to describe the struggle managers face when working to transform the youth care system, and to provide some suggestions for how managers can be supported.

This paper is based on the results of two empirical, qualitative studies that were recently conducted by the Research Institute Youth, which is part of the Health Care and Social Work Research Centre of Windesheim University of Applied Sciences in Zwolle, the Netherlands. Over the course of a preliminary study, executive managers of five youth care organizations were interviewed on the ongoing transformations of their organizations and the changing roles and needs of managers within these transformations. Subsequently, 13 middle- and first-line managers of 3 youth care organizations were interviewed about their experiences and the ways in which they have handled the new roles they have taken on in transforming their organizations.

The management of youth care organizations is responsible for facilitating professionals in taking on and shaping their new roles, thus affecting not only the structure but also the culture and practices of youth care organizations and of management itself. This research shows that managers are struggling with these changes in their own ways. While youth care managers are struggling with their new roles and responsibilities, the intended transformation of the youth care system lags behind. Appropriate support of managers is essential, but is currently lacking. This paper provides some suggestions for how managers can be supported.

This paper identifies and explains the challenges that top-, middle- and lower-level managers face in current transformation processes in social service organizations, and provides some suggestions for how managers can be supported in these processes.

This study aims to illustrate how white supremacy culture can be produced within nonprofit organizations with a mandate to serve marginalized communities and provide practical suggestions for preventing oppression.

The site of inquiry was a nonprofit organization in south central Texas that provides social support to queer and trans youth. Through critical ethnography, the researchers evaluated the organization's processes and structure (including hierarchy, decision-making, fundraising and interactions between leaders, partners and affected groups) to explore how the organization perpetuated attributes of white supremacy culture.

Data reveal that the organization alienates the youth, volunteers and employees through defensiveness, fear of open conflict, paternalism, perfectionism and power-hoarding.

A dearth of research focuses on how white supremacy culture manifests in organizations serving marginalized communities. This paper addresses this gap by focusing on a nonprofit organization in central Texas that supports queer and trans youth. The authors offer recommendations for addressing white supremacy culture in organizations and suggest future research opportunities.

Autistic youth face higher risks for experiencing mental health crises. To develop and test a county-level social network measure of care coordination between police departments and other systems that support autistic youth experiencing suicidal crisis.

To measure the structure of care coordination for autistic youth experiencing suicidal crisis, the authors created a roster of all police departments and youth servicing organizations in two East Coast counties in the United States. They met or exceeded the whole network recruitment threshold of 70% completion in both counties. From the data, the authors created a directed matrix for each county of all reported connections, which they used to create sociograms and calculate standard network measures, including indegree, outdegree and total degree for each organization in the network. Data management and processing were done using R-programming and ORA.

Social network findings indicated that about half of all police departments surveyed coordinate care for autistic youth in suicidal crisis. Coordination varied by county, with nonpolice organizations acting as connectors between police and other nonpolice organizations. Two structural configurations were found, including a nonpolice organizational hub structure and a lead police structure. More research is needed to determine how different police integration structures shape care coordination for autistic youth.

Limitations include the small number of counties included in the study. A larger sample of counties is required for generalizable results.

This article introduces new tools and approaches to assist police in building their capacity to measure and improve their coordination of care with other community systems during crisis situations for youth on the autism spectrum. Network science (e.g. matrix and graph theoretic algebra methods) can be used to measure the configuration of relationships police departments have with complex multi-level healthcare systems.

Implications for findings include the consideration of police integration across systems in ways that produce new collaboration possibilities to support autistic youth experiencing suicidal crisis.

While police departments play a critical role in coordinating care for youth in suicidal crisis, little is known if or how police departments collaborate with other systems to provide assistance for autistic youth during a suicidal crisis. Improving care continuity within and between systems could potentially address clinical and structural challenges and reduce risk for autistic youth experiencing a suicidal crisis.

The purpose of this paper is to examine characteristics of gang organization in youth correctional facilities as reported by youth and staff as well as to analyze the relationship between institutional violence and level of gang organization.

The data were collected through interviews with staff and youth in correctional facilities. Gang organization level averages are compared across youth and official perspectives, and the variability of responses among youth is also examined. Negative binomial regression models are conducted to determine the association between perceived level of gang organization and officially recorded violent behavior, both prior to and subsequent to the interview.

Perceptions of institutional gang organization vary notably depending on who is reporting. In contrast with prior studies of street gangs, controlling for youth demographics and offense characteristics, the authors find no significant relationship between gang organization and violence.

The sample size is small and the data are cross-sectional. Future studies will need to be conducted in order to confirm these findings, as they contradict prior studies. The analysis of street gang organization may need to be approached differently by scholars.

Research has not been conducted on the organizational structure of gangs in youth correctional facilities or its relationship to institutional violence.

This chapter considers some of the divergent outcomes of youth mobilization and participation in offline spaces, particularly in the youth nonprofit. Critics of youth online political participation detail several shortcomings of online activism as compared to offline activism, but in so doing, these critics venerate offline activism as a utopic alternative. Based on qualitative research in three organizations that mobilize youth around issues of education reform, this chapter demonstrates that the offline youth activist nonprofit fosters political power among some youth while burning out other youth. For teenage activists, these nonprofit organizations offer political education, institutional leverage, and foster political efficacy. At the same time, older youth organizers who are paid staff in these same organizations struggle with having to reign in the radicalism of the youth they mentor, while performing invisible labor around the demands of their organizational funders. These organizational pressures work to burn out youth organizers and steer them away from politics. Online forms of youth activism bring about outcomes that both enhance the political capacities of youth as well as hinder their potential to transform social injustices. Far from utopic, offline movement contexts also foster these contradictory outcomes and should be considered more critically in the debates over the merits of offline versus online activism.

In organizations that have to meet demands from multiple sponsors, and that mix missions from different spheres, such as “civic,” “market,” “family,” how do participants orient themselves, so they can interact appropriately? Do participants’ practical navigation techniques have unintended consequences? To address these two questions, the authors draw on an ethnography of US youth programs whose sponsors required multiple, conflicting logics, speed, and precise documentation. The authors develop a concept, navigation techniques: participants’ shared unspoken methods of orienting themselves and appearing to meet demands from multiple logics, in institutionally complex projects that require frequent documentation. These techniques’ often have unintended consequences.