The organizational dimensions of the shift in aging policy from a services strategy to an income strategy are examined. With data from the first year of a longitudinal study of the impact of the new Supplemental Security Income program in the United States, hypotheses about the local-level effect of federally mandated changes in the relationships between organizations and in the adaptation of focal organization staff are tested. Domain consensus, differential prestige and complementarity of function are identified as important factors in the implementation of change.
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