The Boundary Work of Conflicting Interorganizational Relationships: Social Service Providers Managing the Harms of Police Collaboration

In service provision, some interorganizational relationships face enduring conflicts where boundary work is necessary (e.g., when one partner works to mitigate the potential harms caused by another). Current understandings of boundary work, often focused on either shoring up or breaking down boundaries, do not capture how actors manage such conflicts. This study uses qualitative data to explore how social service organizations and providers engage in boundary work to mitigate harm in their conflicting relationships with police. Applying institutional logics theory to boundary work, the article identifies four interrelated boundary work mechanisms: segregation, which separates conflicting parties; bridging, which maintains collaborative ties amid conflict; demarcation, which protects from excessive separation or collaboration; and shaping, which modifies the character of the entity causing harm. By comparing two cities and multiple service areas, this study shows how institutional demands and organizational structures shape these mechanisms. This article illustrates the interplay of boundary work mechanisms across organizations and individuals, advances understanding of boundary work as actions to manage ongoing tensions between coexisting institutional logics, and offers recommendations for supporting interorganizational boundaries, particularly when the risk of harm is substantial.