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The relationship between organizational interdependence was investigated specifically the number of joint programs and internal organizational behavior for health and welfare organizations. A model of organizational interdependence produces 5 hypotheses about organizations which are tested with data for 16 social welfare and health organizations located in a midwestern metropolis in 1967. The hypotheses were: a high degree of complexity varies directly with a high number of joint programs; a high degree of program innovation varies directly with a number of joint programs; a high rate of internal communication varies directly with a high number of joint programs; a high degree of centralization varies inversely with a high number of joint programs; and a high degree of formalization varies inversely with a high number of joint programs. 10 organizations were private; 6 were either public or branches of public agencies. These organizations were all the larger welfare organizations that provide rehabilitiation psychiatric services and services for the mentally retarded. Interviews were conducted with 520 staff members of these 16 organizations. The following were among the study findings: 1) organizations with many joint programs were more complex organizations i.e. they were more highly professionalized and had more diversified occupational structures; 2) organizations with many joint programs were more innovative organizations; 3) organizations with many joint programs had more active internal communication channels; 4) organizations with many joint programs had slightly more decentralized decision making structures; and 5) there was no relationship between formalization and the number of joint programs. A greater degree of complexity was observed i.e. more occupational diversity and greater professionalism of staff in those organizations with the most joint programs. Participation in joint programs is 1 mechanism for adding new occupational specialties to the organization at a reduced cost. With an increase in division of labor organizations become more complex and more innovative. The need for resources to support such innovations promotes interdependent relations with organizations and the greater integration of the organizations in a community structure.