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Multinational NGOs and Expatriation: A Case Study of a NGO in Vietnam

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  • Ying Zhu
  • David Purnell

Abstract

There has been extensive research into multinational organizational strategy and structure, headquarters (HQ) control of subsidiaries and expatriation in profit-driven organizations. This pilot case study attempts to address these issues in non-profit organizations. Semi-structured interviews are used to examine organizational strategy, structure and control in a non-governmental organization (NGO). The role of expatriates and expatriate relationships with other organizational and contextual stakeholders are also investigated. The findings show that HQ's ideology, politics, strategy and structure have significant impact on the strategy formulation and implementation at the subsidiary. In addition, expatriate ideology and intrinsic motivations contribute greatly to successful expatriation outcomes.

Suggested Citation

  • Ying Zhu & David Purnell, 2006. "Multinational NGOs and Expatriation: A Case Study of a NGO in Vietnam," Asia Pacific Business Review, Taylor & Francis Journals, vol. 12(4), pages 529-546, October.
    • Handle: RePEc:taf:apbizr:v:12:y:2006:i:4:p:529-546
    DOI: 10.1080/13602380600571294
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    Cited by:

    1. Latif, Khawaja Fawad & Williams, Nigel, 2017. "Team effectiveness in Non-Governmental Organizations (NGOs) projects," Evaluation and Program Planning, Elsevier, vol. 64(C), pages 20-32.
    2. Amihai Glazer & Rune Jansen Hagen & Jørn Rattsø, 2018. "Help not needed? Optimal host country regulation of expatriate NGO workers," Review of International Economics, Wiley Blackwell, vol. 26(2), pages 302-321, May.

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