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Trust Or Control? Private Development Cooperation At The Crossroads

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  • Willem Elbers
  • Luuk Knippenberg
  • Lau Schulpen

Abstract

SUMMARY Non‐Governmental Organizations (NGOs) in the field of international development are increasingly adopting so‐called managerial working methods. This article explores the changing belief systems and practices of Northern development NGOs as well as the strains arising from this adoption. We draw upon a literature review and case studies of two Northern development NGOs and their Southern counterparts in Ghana, India and Nicaragua. Our findings show that managerialist ideas and practices clash with a number of values, views and goals that “traditionally” have been widely shared in the private aid channel. To ensure that their actual practices remain consistent with their belief systems, Northern development NGOs cannot avoid making tough choices that will have key consequences for their future relevance and identity. Copyright © 2013 John Wiley & Sons, Ltd.

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  • Willem Elbers & Luuk Knippenberg & Lau Schulpen, 2014. "Trust Or Control? Private Development Cooperation At The Crossroads," Public Administration & Development, Blackwell Publishing, vol. 34(1), pages 1-13, February.
    • Handle: RePEc:wly:padxxx:v:34:y:2014:i:1:p:1-13
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    Cited by:

    1. Margit Van Wessel & Dorothea Hilhorst & Lau Schulpen & Kees Biekart, 2020. "Government and civil society organizations: Close but comfortable? Lessons from creating the Dutch “Strategic Partnerships for Lobby and Advocacy”," Development Policy Review, Overseas Development Institute, vol. 38(6), pages 728-746, November.
    2. Emmanuel Kumi & Tara Saharan, 2022. "Hybridisation of institutional logics and civil society organisations' advocacy in Kenya," Public Administration & Development, Blackwell Publishing, vol. 42(4), pages 245-255, October.
    3. Carol Brunt & John Casey, 2022. "The impacts of marketization on international aid: Transforming relationships among USAID vendors," Public Administration & Development, Blackwell Publishing, vol. 42(3), pages 167-178, August.
    4. Duenas, Nelson & Mangen, Claudine, 2023. "Trust in international cooperation: Emotional and cognitive trust complement each other over time," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 92(C).
    5. Boomsma, Roel & O'Dwyer, Brendan, 2019. "Constituting the governable NGO: The correlation between conduct and counter-conduct in the evolution of funder-NGO accountability relations," Accounting, Organizations and Society, Elsevier, vol. 72(C), pages 1-20.
    6. Lena Gutheil, 2020. "Why adaptive management will not save us: Exploring management directives' interaction with practice," Public Administration & Development, Blackwell Publishing, vol. 40(2), pages 129-140, May.
    7. Emmanuel Kumi, 2022. "Domestic resource mobilisation strategies of national non‐governmental organisations in Ghana," Public Administration & Development, Blackwell Publishing, vol. 42(2), pages 109-127, May.
    8. Nolte Isabella M., 2019. "Heterogeneous Partnerships in A Fragile Environment: A Study of Motives for Collaboration in Myanmar," Nonprofit Policy Forum, De Gruyter, vol. 10(2), pages 1-12, July.
    9. Lena Gutheil & Dirk‐Jan Koch, 2023. "Civil society organizations and managerialism: On the depoliticization of the adaptive management agenda," Development Policy Review, Overseas Development Institute, vol. 41(1), January.

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