 Le management stratégique des ONG ou la quête de légitimitéSonia Couprie ()
Post-Print from HAL Abstract: An NGO value creation is more determined by the social changes it develops than by its financial bottom line. However, its operational performance is not necessarily linked to its organizational longevity, which is more dependent on its capacity to attract financial resources. In a more and more competitive context, especially for accessing resources, NGO should be able to define a strategy and to combine its organizational resources and competences, to ensure an efficient and premium action, which will confer necessary legitimacy and longevity to accomplish its social mission. NGO strategic management can be viewed as the association of its social mission and expectations from stakeholders it is accountable to. A complex and changing environment will add constraints to this strategy elaboration. Quest for legitimacy seems to be one of NGO's strategy aims, as it appears to be the warrant of their operational capacity, therefore of their operational performance and organizational longevity. Keywords: NGO; strategic management; legitimacy; stakeholders; ONG; management stratégique; légitimité; parties prenantes (search for similar items in EconPapers) Published in 27èmes journées du développement ATM 2011, Jun 2011, Fribourg, Suisse There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00976067 Access Statistics for this paper More papers in Post-Print from HAL |
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