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Theorizing the organization and management of non-governmental development organizations

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  • David Lewis

Abstract

This article seeks to establish a conceptual framework for understanding the nature of ‘NGO management’ as a field of research and practice. It argues that NGOs have become a prominent feature of the policy landscape, but that little attention has so far been given to their organization and management. Since more is increasingly being asked of NGOs by both governments and citizens, this is a gap that needs to be filled. However, there is a high level of diversity to development NGO types and enormous complexity involved in the various tasks undertaken in the name of ‘development’. The article 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’, the for-profit business world and the public sector. In terms of practice, the management of development NGOs, perhaps more than other kinds of organization, can be best understood as an improvised performance that continually draws upon ideas and techniques from other fields as part of an ever-changing, ambiguous and hybrid whole.

Suggested Citation

  • David Lewis, 2003. "Theorizing the organization and management of non-governmental development organizations," Public Management Review, Taylor & Francis Journals, vol. 5(3), pages 325-344, September.
    • Handle: RePEc:taf:pubmgr:v:5:y:2003:i:3:p:325-344
    DOI: 10.1080/1471903032000146937
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    References listed on IDEAS

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    1. Mukasa, Sarah, 1999. "Are expatriate staff necessary in international development NGOs? A case study of an international NGO in Uganda," LSE Research Online Documents on Economics 29092, London School of Economics and Political Science, LSE Library.
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    Cited by:

    1. David Ongenaert, 2019. "Refugee Organizations’ Public Communication: Conceptualizing and Exploring New Avenues for an Underdeveloped Research Subject," Media and Communication, Cogitatio Press, vol. 7(2), pages 195-206.
    2. Maria Janina Szymankiewicz, 2013. "Collaborative Advantage in Public and Social Services: the Case of Poland," Entrepreneurial Business and Economics Review, Centre for Strategic and International Entrepreneurship at the Cracow University of Economics., vol. 1(4), pages 71-81.
    3. Tanya Jakimow, 2010. "The Management of Non-governmental Development Organizations, 2nd edition, by David Lewis (London: Routledge, 2007, pp. 290)," Journal of International Development, John Wiley & Sons, Ltd., vol. 22(5), pages 693-694.
    4. Tanya Jakimow, 2008. "Answering the critics," Progress in Development Studies, , vol. 8(4), pages 311-323, October.
    5. Kuruppu, Sanjaya Chinthana & Lodhia, Sumit, 2019. "Disruption and transformation: The organisational evolution of an NGO," The British Accounting Review, Elsevier, vol. 51(6).
    6. Julia DOITCHINOVA & Darina ZAIMOVA, 2013. "The Third Sector importance: General perspectives and analysis for Bulgaria," CIRIEC Working Papers 1301, CIRIEC - Université de Liège.
    7. Jeffrey Unerman & Brendan O'Dwyer, 2006. "On James Bond and the importance of NGO accountability," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 19(3), pages 305-318, April.

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