Structure, power, and discourses of development in Spanish NGOs

Abstract

Because of its recent and rapid growth, the Spanish development apparatus provides an appropriate arena for studying nongovernmental organizations (NGOs). This article uses case studies of three NGOs-Manos Unidas, Intermón Oxfam, and Madre Coraje-to explore the tension between the internal and external dynamics that affect these organizations. Although powerful external forces promote structural isomorphism with its attendant bureaucratization and professionalization, several internal factors-youth, small size, certain ideologies, charismatic leaders, and privileging identification with the organization rather than expertise when recruiting participants-resist these homogenizing processes. DiMaggio and Powell' s iron cage hypothesis (1983) therefore can be only partially confirmed. We suggest an intriguing, intimate connection between charisma and democracy.

Institutional isomorphism and nonprofit managerialism: For better or worse?

“…Leiter (2005) finds that the degree of similarity among NPOs in Australia is dependent on the interactions among them, and that isomorphism can be observed in some areas, though not the entire sector. Martinez (2008) conducted a case study among Spanish development NPOs and concluded that structural isomorphism is present in the sector. Smith and Lipsky (1993) find isomorphism occurring among NPOs as a result of their increasing reliance on government support, which is often conditional on specific requirements.…”

Stages and Pathways of Development of Nonprofit Organizations: An Integrative Model

“…This stage is characterized by an informal structure relatively free from outside constraints. Later, different factors start to pressure NPOs to become more professional: time and growth (e.g., Martinez 2009;Simon 2009), changes in the environment (e.g., Medley and Akan 2008), but also normative demands from external stakeholders (e.g., Verbruggen et al 2011;Hwang and Powell 2009;Pache and Santos 2010). Professionalization usually refers to an ''organizational rationalization as expressed in the use of strategic planning, independent financial audits, quantitative program evaluation'' (Hwang and Powell, 2009).…”

Toward a Reassessment of the Role of Rank-and-File Stakeholders in Nonprofit Organizations

“…Nevertheless, over time, the influence of rank-and-file stakeholders tends to decline. NPOs often hire skilled paid workers in order to attract new funders and increase their activity (Kreutzer & Jager, 2011; Martinez, 2009; Reid & Karambayya, 2009). NPOs are expected to develop professionally and get more formally organized (Hwang & Powell, 2009; Pache & Santos, 2010; Verbruggen, Christiaens, & Milis, 2011).…”

“…A long series of case studies has shown that focusing exclusively on increasing revenue and cutting costs often leads to a loss of sense of the long-term mission (Kelley et al, 2005; Kreutzer & Jager, 2011; Martinez, 2009; Rothschild & Stephenson, 2009; Yu, 2012). Jones (2007) analyzes this risk in terms of mission drift.…”