Managing nongovernmental organizations: culture, power and resistance

The idea that international development aid needs to be better managed and coordinated gained currency in the early 1990s. The increasing emphasis on management has resulted in the present vogue of 'managing for development results' as one of the central tenets in the discourse on international aid. But how appropriate are these ideas, tools, and techniques for non-governmental development organizations (NGOs), and how much does geographic context matter? Examining the current debate on aid effectiveness and the role of NGOs in contributing to it, this book highlights the critical importance o

Introduction -- NGO management: the cross-cultural imperative -- Cross-cultural interactions at the "glocal" interface -- Towards a critical, cross-cultural perspective on NGO management -- Research design -- Recording everyday material practices -- Discursive resources: framing non-profit management -- Mimicry and hybridity: managerialism meets Ubuntu -- Discussion and conclusions