Are We at the Cutting Edge or the Blunt Edge?: Improving NGO Organizational Performance with Private and Public Sector Strategic Management Frameworks

Are We at the Cutting Edge or the Blunt Edge?: Improving NGO Organizational Performance with... Bankruptcy or irrelevance are likely paths for not‐for‐profit organizations (NGOs) that do not reshape themselves to achieve greater impact, efficiency, and accountability in an increasingly global, competitive environment. But how relevant are public and private sector management frameworks for NGO repositioning? This article provides initial answers through a case study of CARE, one of the largest international relief and development nonprofit organizations in the United States. It explores the transformation frameworks employed at CARE between 1992 and 1997, assesses what worked and what did not, and identifies initial lessons learned for the broader sector. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Nonprofit Management & Leadership Wiley

Are We at the Cutting Edge or the Blunt Edge?: Improving NGO Organizational Performance with Private and Public Sector Strategic Management Frameworks

Nonprofit Management & Leadership, Volume 11 (3) – Mar 1, 2001

Loading next page...
 
/lp/wiley/are-we-at-the-cutting-edge-or-the-blunt-edge-improving-ngo-xXiiePzGPH
Publisher
Wiley
Copyright
Copyright © 2001 Wiley Periodicals, Inc.
ISSN
1048-6682
eISSN
1542-7854
DOI
10.1002/nml.11302
Publisher site
See Article on Publisher Site

Abstract

Bankruptcy or irrelevance are likely paths for not‐for‐profit organizations (NGOs) that do not reshape themselves to achieve greater impact, efficiency, and accountability in an increasingly global, competitive environment. But how relevant are public and private sector management frameworks for NGO repositioning? This article provides initial answers through a case study of CARE, one of the largest international relief and development nonprofit organizations in the United States. It explores the transformation frameworks employed at CARE between 1992 and 1997, assesses what worked and what did not, and identifies initial lessons learned for the broader sector.

Journal

Nonprofit Management & LeadershipWiley

Published: Mar 1, 2001

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off