Ideology, Practice, and Process? A Review of the Concept of Managerialism in Civil Society Studies

Hvenmark, Johan

doi:10.1007/s11266-015-9605-z

Cited by 42 publications

(39 citation statements)

References 50 publications

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“…Harris (2010, p. 35) has argued that CSOs 'find themselves under pressure to change their operating systems and structures so that they complement those of more powerful partners'. This also links to the debate on managerialism in civil society studies (Claeyé and Jackson 2012;Hvenmark 2016;Kreutzer and Jäger 2011;Willner 2019). When management ideology inspired the change towards New Public Management in the public sector, it consequently altered expectations that governments had of CSOs internal operating practices being more businesslike, or professional (Anheier 2009).…”

Section: Government-civil Society Organisations Interactionsmentioning

confidence: 88%

“…However, there are some considerable differences between members in how they interpret what it means to 'become a professional club', i.e. what professionalism as an ideology and practice implies for the process of professionalization (see Ganesh and McAllum 2012;Hvenmark 2016). These differences can be traced back to ideas…”

Section: Iterative Dimensionmentioning

confidence: 99%

“…While the interaction between state and CSOs has been widely described from these two streams of research, and multiple organizational consequences for CSOs have been identified (Aimers and Walker 2016;Froelich 1999;Verschuere and De Corte 2014), research in this field is 'in need of more relevant metaphors, concepts, conceptual relations, and theoretical frameworks that can help us to better understand what occurs on the ground' (Hvenmark 2016(Hvenmark , p. 2835. Although Hvenmark's remark is specifically directed to the concept of managerialism, I argue this also holds true for the broader debate on government-civil society interactions.…”

Section: Introductionmentioning

confidence: 99%

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Understanding the Microfoundations of Government–Civil Society Relations

Waardenburg

2020

Voluntas

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This article adds a much needed microlevel perspective to the literature on interactions between civil society organizations and governments. I argue that a microlevel perspective assists in making connections between two dominant streams in the literature on government-CSO relations: an empirical-analytical stream and a critical stream. It aims to better understand the interactions and relations, by analysing the institutional work done by CSOs' members. Adopting this approach puts CSO members in a more agentic position. Interactional processes are brought to the centre of analysis. The Dutch Community Sport Coach programme was used as a case to illustrate the usefulness of the approach. Through a one-year organizational ethnography, the article scrutinizes the way in which members of one CSO enact the organization's service delivery relationship with a municipality. Through a multidimensional perspective on agency, the analysis shows how individual CSO members act as embedded agents that assimilate a public logic into the dominant community logic. It further shows the CSO's members efforts and struggle to maintain their community logic. The article argues that an analysis of the microfoundations of government-civil society organization relations foregrounds the multivocality of the relationship as foundational.

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Section: Government-civil Society Organisations Interactionsmentioning

confidence: 88%

Section: Iterative Dimensionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Understanding the Microfoundations of Government–Civil Society Relations

Waardenburg

2020

Voluntas

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“…Managers plan, control, and coordinate (Alvesson et al 2016, p. 95). Management as such concerns what a manager does (Hvenmark 2016), which may or may not include leadership behaviors influencing meaning making or realitydefinition through interpersonal behaviors (Alvesson et al 2016). Managers perform a wide variety of acts related to the demands of their position.…”

Section: Knowledge and Managing Ambiguous Workmentioning

confidence: 99%

Knowledge and Position: How to Manage Ambiguous Public Welfare Work

Rønningstad¹

2019

NJWLS

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This study draws on 41 interviews with managers and employees in the Norwegian public welfare services. The findings describe how employees in ambiguous semi-professional work experience frontline managers as knowledgeable. Underscoring the importance of managers with knowledge of the tasks at hand and field of work, the findings challenge existing theory on how managers support employees in discretionary work. An explanation for this may be found in the ambiguous, semi-professional setting requiring managerial input. The findings identify acts relevant for managing employees experiencing tensions between standardization and discretion. KEYWORDS Discretionary work / knowledge work / semi-professional organizations / management / leadership1 You can find this text and its doi at https://tidsskrift.dk/njwls/index. 2 Corresponding author: Chris.ronningstad@Oslomet.no.

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“…Third, in terms of organizational processes, hybridization towards the market domain emerges as the belief that a NPO should function as a corporate entity in order to perform adequately (Hvenmark, 2016). This conviction, denoted by the concept "managerialism," can take root on an internal and external level (Meyer, Buber, & Aghamanoukjan, 2013).…”

Section: Between the Nonprofit And For-profit Domain: Conceptualizimentioning

confidence: 99%

Nonprofit organizations in between the nonprofit and market spheres: Shifting goals, governance and management?

Suykens

Rynck

Verschuere

2018

Nonprofit Mgmnt & Ldrshp

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In spite of the belief instilled by the New Public Management reforms that nonprofit organizations (NPOs) can benefit from more management, more measurement and more market practices, systematic knowledge on the organizational effects of NPOs incorporating business practices in their day‐to‐day functioning remains absent to date. This research note addresses this limitation by reviewing 49 research articles. The focus lies on the redefinition of nonprofits' mission and income streams, changing governance arrangements and shifting management practices. We find that, despite numerous detrimental effects cited in the literature, (a) generating commercial income can contribute to the financial stability of NPOs, and (b) hybridization towards the market domain can strengthen the organizational legitimacy of NPOs, suggesting that imitating for‐profit enterprises might contribute to nonprofit functioning in perception, rather than in practice.

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Ideology, Practice, and Process? A Review of the Concept of Managerialism in Civil Society Studies

Cited by 42 publications

References 50 publications

Understanding the Microfoundations of Government–Civil Society Relations

Understanding the Microfoundations of Government–Civil Society Relations

Knowledge and Position: How to Manage Ambiguous Public Welfare Work

Nonprofit organizations in between the nonprofit and market spheres: Shifting goals, governance and management?

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