49、ls coding field notes and interview transcripts on a line-by-line basis to uncover analytic categories and connections and recurring themes, which are then elaborated by writing theoretical memos. This method of organizing the ethnographic data into analytic categories regarding the meaning, functio 。

50、n, impact and history of inter-organizational relationships, organizational goals and strategies allows for identification of important themes from the perspective of organizational actors. In this way, informants own understandings of the questions and issues under discussion are privileged over th 。

51、e researchers interpretation. Analysis of the archival data focused on mining the organizational literature (i.e. organization brochures, websites, annual reports, etc.) and proceedings from events and organizational meetings to identify and verify relationships between organizational strategies (i. 。

52、e. institutional, grassroots, collaborative, competitive and mixed strategies);
organizational forms (i.e. the degree of organizational formalization, size of budget, staff, office space, number of volunteers, etc.);
and organizational goals and ideologies (as expressed in mission statement, annual。

53、reports, in-depth interviews). Level of Analysis: To adequately conceptualize the mutual influences of transnational networks and local contexts, researchers commonly describe inter-organizational networks as simultaneously taking place within, and constituting, a - political, organizational or soci 。

54、al - “field” at the local, national and/or international level. In other words, transnational ties are viewed as “grounded” within and by the “confines of specific social economic and political relations which are bound together by the perceived shared interests and meanings” (Guarnizo and Smith 199 。

55、9: 13) of actors within specific geographic regions, or fields. Put simply, the (re)production of transnational ties is sensitive to socio-historical contextual conditions and often-competing interests of diverse sets of actors involved in a given issue area. Yet transnational networks in and of the 。

56、mselves also have an impact upon inter-organizational relationships within a region/field;
as such transnational networks are both constitutive and constituted. The field concept is useful because it accommodates the intersection and inter-relationship between local (national, binational) and intern 。

57、ational contexts. As well, the field concept makes it possible to isolate and examine interactions and networks between a specific sub-set of actors within a particular field (i.e. political parties, social movement organizations, professionals, corporations, etc.). In examining interactions and net 。

58、works between particular actors within a field, it becomes clear that the structure of a field varies according to the distribution of power (the pattern and concentration of political, economic, and social forces) and political-associational culture (acceptable ways of doing politics and maintainin 。

59、g inter-organizational relationships) within the field (see for example Ray 1999). This view suggests that evolution of organizational structures and responses is context-dependant and so may not follow a uniform or linear pattern across all locales. Organizations can operate within a field to devel 。

60、op networks and patterns of coalition which can serve to re-structure power relationships and acceptable ways of doing politics within the field. Such a perspective emphasizes the dialectical relationship between community-based organizational responses to AIDS and the generation of transnational ne 。

61、tworks and structures, and highlights the agency from below of local organizations. Measuring Structural, Cultural & Social Features of AIDS Organizations: This paper presents a textured analysis of a case study of transnational collaboration between San Diego and Tijuanas AIDS communities. To get a 。

62、t the pros and cons of transnational networking, collaboration and community-building, I compare the structural, cultural and social features of these communities across two levels: at the level of the organizational field (i.e. comparing Tijuana and San Diego), and at the level of the organization。

63、itself (comparing all organizations). An organizational field includes the “totality of relevant actors” (DiMaggio and Powell (1983) 1991: 64-65) and all the “technological, legal, political, economic, demographic, ecological and cultural conditions” that are critical for inter-organizational relati 。

64、onships (Hall 1999: 227). Within an organizational field, there exists a set of actors (i.e. organizations) that are working toward a set of interrelated goals. However, not all organizational actors in a field identify equally as part of a community of organizations, particularly in the case of the 。

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标题：Structural|Structural, Cultural and Social features of a Binational Organizational Community Binational Collaboration between the US and Mexican HIV AIDS Sectors( 四 )