THE MANGEMENT OF NON-GOVERNMENTAL DEVELOPMENT ORGANISATIONS (NGO'S) TOWARDS A COMPOSITE APPROACH

David Lewis ()
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David Lewis: Department pf Social Policy London School of Economics and Political Science

IBT Journal of Business Studies (JBS), 2005, vol. 1, issue 2, 149-166

Abstract: This paper sets out a preliminary conceptual firamework for understanding the nature of NGO managcment as a new ficld of research and practice.NGOs have become a promincnt feature of the policy landscape, but little attention has so far been given to their organisation and management.Since more is increasingly being asked of NGOs by both governments and citizens, this gap needs to be filled. There is a high level of diversity to dcvelopment NGO types and enormouS complexity involved in the various tasks undertaken in the name of development The paper concludes that rather than being a whole new field, NGO management can be viewed in composite terms as the flexible deployment of relevant combinations of theory and practice from the wider third sector.1he forprofit businesS world and the public sector In terms of practice, the management of development NGOs, perhaps more than other kinds of organisation, can be best understood as arn improviscd pertomance that continually draws upon ideas and techniques from other fields as part of an everchanging.ambiguous and hybrid whole.

Keywords: on-EOVernment organizations (NGOs); Non-profit management Development Management; Third Sector (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:aib:ibtjbs:v:1:y:2005:i:2:p:149-166

DOI: 10.46745/ilma.ibtjbs.2005.12.3

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