Working in Partnership for Regeneration—The Effect of Organisational Norms on Community Groups

This paper draws on theories of new institutionalism to examine the consequences of partnership working for the community sector. Three normative practices which are associated with partnership working—representativeness; consensus-based decisionmaking; and bureaucratic styles of working—are examined in relation to the experiences of two UK case-study localities in receipt of Single Regeneration Budget funding. The findings reflect a complex interaction between acceptance and noncompliance with these norms by community organisations which leads to a variety of outcomes for individual community representatives and for relations between community groups and regeneration partnership boards. In conclusion, it is argued that protecting the independence of local organisations can allow for opposition to partnership-based decisions but that this risks undermining holistic or strategic approaches to social problems. The actions of some community organisations in these two localities suggests that, although some aspects of partnership working are increasingly institutionalised within community sectors, organisations remain alert to opportunities to subvert these norms to further their own aspirations.