The interorganizational theories of Litwak and Rothman and Levine and White are utilized to suggest the need for practitioners, involved in services integration efforts, to consider the situational variables of size, resources, awareness of interdependence, and type of task exchanged. The effect of these variables upon the formality and autonomy of linkage mechanisms between human service agencies is illustrated in terms of a regional services integration project in Minnesota. Implications are presented for practitioners who are attempting to coordinate services.

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