Innovating with institutions : how strategic orientations among one-stop career centers influence labor matching, adaptation, and performance

Set in the context of labor market restructuring, public policy reform, and blurring government/nonprofit boundaries, this study examines the functions, adaptation, and performance of Boston's three One-Stop Career Centers between 1996 and 2002-a time period encompassing distinct eras of changing policy and labor market conditions. Along with other types of labor market intermediaries (LMIs), One-Stop Career Centers have arisen as sites of organizational and institutional innovation in mediating the labor matching process. However, compared to other LMIs, much less is known about career centers' employment brokering operations. This study helps address this research gap by providing a detailed analysis of three career centers. This investigation answers three research questions related to the 1) functions; 2) adaptation; and 3) performance of career centers with differing organizational sponsorships. In doing so, the study develops a conceptual framework based on three strategic orientations-community, bureaucratic, and entrepreneurial-that helps to clarify and categorize organizational processes, change, and outcomes.