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How Strategic are Resource-Dependent Organisations? Experience of an International NGO in Kenya

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  • Carol Brunt

    (University of Wisconsin-Whitewater)

  • Kunle Akingbola

    (Lakehead University)

Abstract

Organisations that strategically align their human resources with organisational objectives can benefit from competitive advantage in contrast to transactional human resource management (HRM). While the performance benefits associated with this theory are acknowledged in the for-profit sector, the underlying logic might be transferable to the resource-dependent non-profit sector. Nongovernmental organisations (NGOs) depend on effective resource management to achieve program outcomes. We know little of the HRM practices of NGOs. This article examines the case of an international NGO that adopted a strategic approach to HRM. The results of our study reveal trade-offs in resource management choices. While strategic HRM provides a powerful management theory as a basis for management decision-making, financial constraints impose a complex series of trade-offs. Drawing on the experience of this organisation, the authors suggest that pursuance of a “growth strategy” may maximise resource utilisation for organisations similar to the one examined here.

Suggested Citation

  • Carol Brunt & Kunle Akingbola, 2019. "How Strategic are Resource-Dependent Organisations? Experience of an International NGO in Kenya," The European Journal of Development Research, Palgrave Macmillan;European Association of Development Research and Training Institutes (EADI), vol. 31(2), pages 235-252, April.
    • Handle: RePEc:pal:eurjdr:v:31:y:2019:i:2:d:10.1057_s41287-018-0144-5
    DOI: 10.1057/s41287-018-0144-5
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    References listed on IDEAS

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