{"id":{"repo_id":"usd-thes","oai_identifier":"oai:digital.sandiego.edu:dissertations-1635"},"canonical_url":"https://search.dev.ndltd.org/etd/usd-thes/oai:digital.sandiego.edu:dissertations-1635","repository":{"repo_id":"usd-thes","name":"University of San Diego","base_url":"https://digital.sandiego.edu/do/oai/"},"display":{"title":"Clashing Cultures or Collaborating Networks: A Study of Organization Culture in Breast Cancer Prevention","abstract":"This study explored organization culture and policy within the community/metaorganization formed by diverse arenas of breast cancer prevention. The subject area of breast cancer was chosen due to its social significance as a major health issue. The phenomenon of organization culture was chosen due to the interest of the researcher, and the implications for collaborative leadership within the cancer prevention community. The community/metaorganization includes formal and informal relationships between organizations that have a role in the prevention of breast cancer. Included were individuals working/volunteering in different arenas across organizations with undefined lines of authority and communication. Four arenas of involvement were determined significant: (a) primary prevention, (b) secondary prevention, (c) tertiary prevention, and (d) advocacy. Qualitative methodology was applied to develop a grounded theory inductively, primarily from interviews and a focus group. The findings of the study suggest nine distinct organization cultures exist within the breast cancer prevention community/metaorganization. The cultures observed related to each other based on their alignment to the three prevention policy arenas: primary, secondary, and tertiary. A dominant culture emerged referred to as conventional wisdom. Emergent was a significant complex interaction of conventional wisdom with the advocacy movement of the early 1990s. This interaction consisted of a clashing that resulted in differentiated culture outcomes for advocacy: radical activism, political activism, and outreacher. The study presents examples of both clashing cultures and collaborating networks, grounded in the data collected from participants. Leadership emerged from the data as a major theme/category expressed in different ways by participants from different organization culture perspectives.","abstract_html":"This study explored organization culture and policy within the community/metaorganization formed by diverse arenas of breast cancer prevention. The subject area of breast cancer was chosen due to its social significance as a major health issue. The phenomenon of organization culture was chosen due to the interest of the researcher, and the implications for collaborative leadership within the cancer prevention community. The community/metaorganization includes formal and informal relationships between organizations that have a role in the prevention of breast cancer. Included were individuals working/volunteering in different arenas across organizations with undefined lines of authority and communication. Four arenas of involvement were determined significant: (a) primary prevention, (b) secondary prevention, (c) tertiary prevention, and (d) advocacy. Qualitative methodology was applied to develop a grounded theory inductively, primarily from interviews and a focus group. The findings of the study suggest nine distinct organization cultures exist within the breast cancer prevention community/metaorganization. The cultures observed related to each other based on their alignment to the three prevention policy arenas: primary, secondary, and tertiary. A dominant culture emerged referred to as conventional wisdom. Emergent was a significant complex interaction of conventional wisdom with the advocacy movement of the early 1990s. This interaction consisted of a clashing that resulted in differentiated culture outcomes for advocacy: radical activism, political activism, and outreacher. The study presents examples of both clashing cultures and collaborating networks, grounded in the data collected from participants. Leadership emerged from the data as a major theme/category expressed in different ways by participants from different organization culture perspectives.","abstract_has_math":false,"creators":["Raffa, Joseph V., EdD"],"institution":null,"degree_name":"EdD Doctor of Education","degree_level":"Dissertation: Open Access","degree_discipline":"Education","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":1997,"date_issued":"1997-08-01T07:00:00Z","date_published":"1997-08-01T07:00:00Z","updated_at":"2026-07-24T05:41:42Z","subjects":["advocacy","Breast Cancer prevention","conventional wisdom","Grounded theory","Leadership studies","meta-organization","organizational culture"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digital.sandiego.edu/dissertations/630","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Raffa, Joseph V., EdD"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2021-07-30T07:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Education"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation: Open Access"]},{"key":"thesis:degree_name","label":"Degree Name","values":["EdD Doctor of Education"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["advocacy","Breast Cancer prevention","conventional wisdom","Grounded theory","Leadership studies","meta-organization","organizational culture"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digital.sandiego.edu/dissertations/630"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This study explored organization culture and policy within the community/metaorganization formed by diverse arenas of breast cancer prevention. The subject area of breast cancer was chosen due to its social significance as a major health issue. The phenomenon of organization culture was chosen due to the interest of the researcher, and the implications for collaborative leadership within the cancer prevention community. The community/metaorganization includes formal and informal relationships between organizations that have a role in the prevention of breast cancer. Included were individuals working/volunteering in different arenas across organizations with undefined lines of authority and communication. Four arenas of involvement were determined significant: (a) primary prevention, (b) secondary prevention, (c) tertiary prevention, and (d) advocacy. Qualitative methodology was applied to develop a grounded theory inductively, primarily from interviews and a focus group. The findings of the study suggest nine distinct organization cultures exist within the breast cancer prevention community/metaorganization. The cultures observed related to each other based on their alignment to the three prevention policy arenas: primary, secondary, and tertiary. A dominant culture emerged referred to as conventional wisdom. Emergent was a significant complex interaction of conventional wisdom with the advocacy movement of the early 1990s. This interaction consisted of a clashing that resulted in differentiated culture outcomes for advocacy: radical activism, political activism, and outreacher. The study presents examples of both clashing cultures and collaborating networks, grounded in the data collected from participants. Leadership emerged from the data as a major theme/category expressed in different ways by participants from different organization culture perspectives."]},{"key":"dc:title","label":"Title","values":["Clashing Cultures or Collaborating Networks: A Study of Organization Culture in Breast Cancer Prevention"]}]}],"canonical_facts":{"dc:creator":["Raffa, Joseph V., EdD"],"dc:date.available":["2021-07-30T07:00:00Z"],"dc:description.abstract":["This study explored organization culture and policy within the community/metaorganization formed by diverse arenas of breast cancer prevention. The subject area of breast cancer was chosen due to its social significance as a major health issue. The phenomenon of organization culture was chosen due to the interest of the researcher, and the implications for collaborative leadership within the cancer prevention community. The community/metaorganization includes formal and informal relationships between organizations that have a role in the prevention of breast cancer. Included were individuals working/volunteering in different arenas across organizations with undefined lines of authority and communication. Four arenas of involvement were determined significant: (a) primary prevention, (b) secondary prevention, (c) tertiary prevention, and (d) advocacy. Qualitative methodology was applied to develop a grounded theory inductively, primarily from interviews and a focus group. The findings of the study suggest nine distinct organization cultures exist within the breast cancer prevention community/metaorganization. The cultures observed related to each other based on their alignment to the three prevention policy arenas: primary, secondary, and tertiary. A dominant culture emerged referred to as conventional wisdom. Emergent was a significant complex interaction of conventional wisdom with the advocacy movement of the early 1990s. This interaction consisted of a clashing that resulted in differentiated culture outcomes for advocacy: radical activism, political activism, and outreacher. The study presents examples of both clashing cultures and collaborating networks, grounded in the data collected from participants. Leadership emerged from the data as a major theme/category expressed in different ways by participants from different organization culture perspectives."],"dc:identifier":["https://digital.sandiego.edu/dissertations/630"],"dc:subject":["advocacy","Breast Cancer prevention","conventional wisdom","Grounded theory","Leadership studies","meta-organization","organizational culture"],"dc:title":["Clashing Cultures or Collaborating Networks: A Study of Organization Culture in Breast Cancer Prevention"],"thesis:degree_discipline":["Education"],"thesis:degree_level":["Dissertation: Open Access"],"thesis:degree_name":["EdD Doctor of Education"]},"updated_at":"2026-07-24T05:41:42Z"}