THE GLOBALISATION OF NON-GOVERNMENTAL ORGANISATIONS
DRIVERS AND STAGES
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Commercial companies and non-governmental organisations (NGOs) are internationalising at an increasing pace. Yet little is known about the management of NGOs during this process. The research was undertaken through a postal survey using results from 52 international NGOs from Europe and the US. The findings were later considered in relation to four case studies of NGOs; two relatively small NGOs, which have internationalised slowly, and two larger and faster NGOs. The results indicate that for driving force theories to be applicable to NGOs they need to take into account NGOs strong internal m...
Commercial companies and non-governmental
organisations (NGOs) are internationalising at an
increasing pace. Yet little is known about the
management of NGOs during this process. The research
was undertaken through a postal survey using results
from 52 international NGOs from Europe and the US.
The findings were later considered in relation to
four case studies of NGOs; two relatively small
NGOs, which have internationalised slowly, and two
larger and faster NGOs. The results indicate that
for driving force theories to be applicable to NGOs
they need to take into account NGOs strong internal
motivation to meet "needs", the varying influence of
drivers on different NGOs and the separate roles
drivers play for NGOs. For stage theories the
results suggest that there are similarities and
differences with companies, and that Federations may
follow a parallel route to other NGOs.The results
also suggest that NGO managers should pay critical
attention to the range of driving forces, both
internal and external. Managers should also be
prepared for problems with their overseas branches
before they reach the stage of being "truly global".
organisations (NGOs) are internationalising at an
increasing pace. Yet little is known about the
management of NGOs during this process. The research
was undertaken through a postal survey using results
from 52 international NGOs from Europe and the US.
The findings were later considered in relation to
four case studies of NGOs; two relatively small
NGOs, which have internationalised slowly, and two
larger and faster NGOs. The results indicate that
for driving force theories to be applicable to NGOs
they need to take into account NGOs strong internal
motivation to meet "needs", the varying influence of
drivers on different NGOs and the separate roles
drivers play for NGOs. For stage theories the
results suggest that there are similarities and
differences with companies, and that Federations may
follow a parallel route to other NGOs.The results
also suggest that NGO managers should pay critical
attention to the range of driving forces, both
internal and external. Managers should also be
prepared for problems with their overseas branches
before they reach the stage of being "truly global".
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