Other CBOs promote democratic participation among their members by teaching them to flex collective power and engage directly with funders and decision-makers. This democratic participation may be conceptualized narrowly for the organization’s specific purposes, or it may be developed more broadly as a “public-goods politics” that seeks to educate voters on defining problems and demanding new, more community-based solutions if the current system isn’t working for them . In other words, there are multiple logics through which community-based organizations like gardening programs can promote “civic engagement” among their constituents, and researchers should be careful to assess the nature of political participation at work rather than treating it as a flat, present-or-absent feature . Regardless of their strategies for engaging members, attracting resources, and building legitimacy, civil-society groups such as garden programs and other CBOs must navigate a challenging organizational environment. While many of these organizations have expanded in size and scope under roll-back/roll-out neoliberalization, funding for the work of social service provision is still limited and the competition for it is strong. For organizations based in low income communities, tension may develop between maintaining legitimacy in the local community and building a professionalized reputation with funders and policy-makers . In a local political environment unresponsive to grassroots community pressure, organizations are unlikely to engage in efforts at civic participation at all . Furthermore, receiving funding from government sources may lead nonprofits to moderate their advocacy tactics, engaging in more insider and less outsider strategies [though see also Fyall and McGuire 2015]. Thus, a study of community gardening programs should examine the extent to which garden organizations hew to the priorities of funders versus gardeners themselves, grow trays and analysis should also pay close attention to the tactics chosen for engaging with city leaders.

The same dynamics have been identified for social movement organizations at various scales, which have been found to survive and succeed in their goals by navigating shifting political opportunities while continuing to mobilize resources from their environment . Especially for movements of the poor, the choice to formalize an organization may bring greater access to resources, but it can also constrain protest tactics . Systems that control power and resources largely function to conserve the existing institutional arrangements that afford them this control , in part through the influence they exert directly on policy making, and in part through their role in resource allocation . Ultimately, any organization working to shift the balance of resources and power in society—such as revising land use policy in a way that limits development—must navigate the constraints of an organizational environment in which better-resourced and more powerful entities will resist such change.In spite of the inertia imposed by powerful forces in the organizational environment, social relations do change over time, and social movement organizations are influential to this process. As it relates to urban gardens, community groups have organized to challenge the urban growth machine, bring equity to the food system, or counter other processes they perceive as harmful to them through activism and social movements. Sidney Tarrow defines a social movement as contentious action by a group of less powerful people who use “dense social networks and effective connective structures and draw on legitimate, action-oriented cultural frames” to maintain their collective action toward desired ends even as they come up against more-powerful opponents. This definition serves to distinguish social movements from elite political manipulations and from less confrontational forms of organized civic participation—all of which are forms of action that occur in the varied landscape of urban agriculture and the organizations that promote it. In studying the effectiveness and long-term viability of social movements, theorists have identified several important analytical dimensions.

Political and discursive opportunity structures, resource mobilization, and framing interact in both the emergence and development of social movements . Conceptualizing the socio-political environments in which movements must operate, “political opportunity structures” describe the legal and institutional infrastructure that enables or constrains various forms of political action , while “discursive opportunity structures” refer to cultural understandings of what is reasonable and legitimate, forming the context in which social movement claims and actions will be received by the wider public . Social movements are more likely to succeed when they can take advantage of favorable opportunity structures, but they also need to draw in sufficient resources to maintain their functioning such as material support, legitimacy, information, leadership, and active participation from movement supporters . One critical strategy for a movement to attract supporters, elicit active participation, and sway decision-makers to support their agenda is through strategic framing. “Framing” refers to the negotiation of meaning and the deployment of collective action frames that work to persuade a greater share of the public and/or decision-makers that the social movement’s goals should be met . While opportunity structures are largely exogenous conditions that structure movement possibilities, social movement leaders and participants can significantly influence resource mobilization and framing processes through their choice of actions. Research has shown that the success and survival of both CBOs and social movement organizations is partially contingent upon the organizational environment in which they operate, and that an organization’s ability to attract resources from its environment – including both material resources and legitimacy – has a significant influence on outcomes . The quality and decisions of leadership also matter for harnessing the opportunities and resources that exist in the organization’s environment.

Legitimacy is a critical resource for all types of organizations, not just those that are part of social movements. Initially, organizations seek legitimacy to gain credibility with their target audience and organizations in their environment; to do so, they need to establish a clear meaning for their activities . Legitimacy that builds credibility is necessary for organizations to gain passive support for their existence, and organizational scholars argue that a conceptually distinct aspect of legitimacy is that which affords continuity as organizations work to motivate “affirmative commitments” from at least some people— employees, customers, grantors, and others who keep the organization functional . Thus, motivating action that will sustain the organization requires not just gaining but maintaining legitimacy—processes requiring different strategies that must be tailored to the organizational environment . For urban agriculture organizations, both gaining and maintaining legitimacy present challenges. Since the act of growing food in cities has fallen outside many people’s expectations, gardening organizations have needed to engage in public-facing efforts to make their activities legible and legitimate. Once they have credibility, urban agriculture organizations must employ additional legitimation strategies to ensure continuity, as gardens require consistent labor to maintain to keep up their legitimized appearance as a garden rather than a weed patch. Critically, building and maintaining legitimacy is a process “dependent on a history of events” , which decreases the possibility for organizations to change their own practices and narratives of meaning without risking a loss of legitimacy. While organizational scholars have articulated the challenges involved in gaining and maintaining legitimacy, as well as in challenging and responding to challenges of legitimacy, little research investigates what happens when changes in external conditions necessitate new forms of legitimacy to maintain existing activities and operations. For urban agriculture organizations, this is especially relevant when real estate conditions change and gardens that have been legitimized as temporary spaces are threatened with development. If organizations seek to overcome elite interest in repurposing the land, they face the challenge of reshaping themselves from community-based organizations providing services into social movement organizations staking new claims and demanding change in a policy or paradigm. While both CBOs and SMOs have been defined and widely discussed in the literature, dry racks for weed little research exists that explores the extent to which their activities overlap. Minkoff develops the concept of “hybrid organizational forms,” but does so specifically in the context of identity-based organizations born of social movements that adapted to an increasingly partisan environment. The concept has not been applied or analyzed for organizations with other origins, such as those that begin as service organizations and take up social movement work later on. Similarly, Sampson et al. urge the use of a social movements lens to analyze civic participation, describing an increase in “blended social action” that combines protest with civic action. While this research finds that collective action events tend to occur more often in neighborhoods with a higher density of nonprofit organizations, the authors do not examine the role of organizations in mobilizing blended social action. More research is needed to investigate the dynamics involved when organizations blur the lines between community-based and social movement work. When they have gotten involved in land use contestation, organizations that coordinate and advocate for urban agriculture illustrate a variety of strategies by which community-based organizations can work to assert resident interests and achieve political victories for less powerful groups.

Urban agriculture reflects the on-the-ground blurriness between community based organizations and social movement organizations, as the groups that practice and advocate for community gardening and urban farming take many forms. A range of organizations exists to direct activity at a single garden or farm, to oversee citywide networks of community gardens, and/or to advocate for the political interests of urban agriculture practitioners—particularly legal status and land access. This dissertation provides a comparative historical analysis of urban agriculture organizations in three US cities, focusing on their efforts to secure land for gardens by promoting various benefits of urban agriculture and organizing pushes for municipal policy change, and providing insights about the dynamics of urban political contestation and the nature of hybrid organizational forms that work at the boundary between CBOs and SMOs. Situated in the context of multifaceted environmental degradation, state retrenchment, market primacy, and widening inequality, the urban agriculture organizations described herein provide insight into emerging possibilities for counter-hegemonic action at the local scale. Gaining permanent access to urban land for the purpose of social reproduction through agricultural initiatives means asking municipal governments to cede some control of one of the few domains from which they haven’t willingly rolled back in the last 50 years: land use governance. In this way, it is similar to other prominent citizen efforts today like the growing calls for community policing. Efforts to legitimize community gardens as a long-term land use are also indicative of wider struggles to redefine the value and place of nature in schema that determine collective decision-making. By examining the ways in which urban agriculture organizations navigate an environment with limited resources, public skepticism, often underprivileged and politically inexperienced members, and powerful countervailing political interests, we can better understand the dynamics required to accomplish meaningful structural change in modern cities.Organizational scholars have long investigated how an organization’s features, including its goals, structure, and relationships with other organizations, influence its lifespan and the outcomes it achieves. This chapter will build upon existing research about third-sector organizations , which has shown how decisions made in the context of these features matter for the success of civil society organizations. Day-to-day decisions about the actions an organization will take—strategies to pursue resources, the narrative communicated to target audiences, the nature of events and services, and the people they will be targeted to—are central to how the organization navigates its environment and what it accomplishes. In all three cities, such decisions made within urban agriculture organizations served to legitimize the organizations themselves; moreover, as organizational actors worked to demonstrate that their spaces could achieve outcomes desired for the organization’s own legitimacy, they prioritized some of urban agriculture’s potential benefits over others. In so doing, these organizations ultimately shaped the local narratives about what urban agriculture could offer each city. This chapter contributes new perspective on the ways that an organization’s strategic pursuit of legitimacy not only works to institutionalize the organization itself, but may also work to institutionalize ideas and social forms in the physical as well as the organizational environment. I argue that organizational sociology can further extend the concept of institutionalization by drawing on urban political ecology’s insights regarding the interplay of discursive and biophysical processes in reshaping urban space and, by extension, reshaping public understandings of socio-environmental space and the organizations that manage it.