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Community Development Corporations, Participation, and Accountability

The Harlem Urban Development Corporation and the Bedford-Stuyvesant Restoration Corporation

Bibliographic Data

ID9747950
AuthorsKimberley Johnson (0009-0008-8459-3427, Barnard College, Columbia University, corresponding author)
Year2004
Volume594
Issue1
Pages187-189
Publication date2004-07-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueThe Annals of the American Academy of Political and Social Science (JOURNAL)
Journal identifiersISSN: 0002-7162 • E-ISSN: 1552-3349
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/000271620459400107
OpenAlexW4233761865
LanguageEN
Citations received14
References cited3

This article suggests that evaluating the success or failure of community development corporations (CDCs) can be aided by understanding the political and historical contingencies that surrounded the founding of CDCs. Taking early politics and history into account, furthermore, allows one to see how issues like community accountability are balanced with other demands on the organization. The article uses this kind of examination to make a general assessment about the impact of CDCs on community development and neighborhood improvement. This article is a case study of the early history of two “first-wave” CDCs in New York City: the Harlem Urban Development Corporation and the Bedford-Stuyvesant Restoration Corporation. The discussion covers the early period of each organization from the mid-1960s to the 1980s

Accountability · Archaeology · Business · Community development · Corporation · Economics · Geography · Management · Municipal corporation · Political science · Politics · Public relations · Sociology · Finance · Homelessness and Social Issues · Law · Public Administration · Urban and Rural Development Challenges · Urban, Neighborhood, and Segregation Studies

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Unique citing works13
Citations per year0,67
Citation span2005 - 2026 (22)
Citation velocitycurrent
Highly citedNo
Citation typesNeutral: 14

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