requires not only a deep understanding for oneâs area of enquiry but also a certain resolute intrepidity a pioneering fortitude. To do so for what we have come to refer to as nonprofit or nongovernment .organizations (NGOs) requires a bit more-an element of daredevil adventurism. Those who have taken such expeditions of faith have been quick to recognize the arduousness of their trek. At the very onset of their typological endeavor, Esman and Uphoff (1984, p. 58) warned that âalmost anything that one can say about [NGOs or nonprorclts] is true-or false-in at least some instance, somewhere.â On a similar note, Cernea (1988, p. 9) observed that âthe residual nature of the term itself offers such a broad umbrella for a kaleidoscopic collection of organizations, that attempts at simple definitions are quickly rendered meaningless.â Clark (1991, p. 40) all but gave up by starting from the premise that such organizations âdo not comprise a tight community but a broad spectrum-too broad, perhaps, to leave the term with much meaning.â The problem, however, is broader than simply organizing a framework for the internal contours of this broad group of organizations. At the heart of the confusion is a lack
Nonprofit Management & Leadership – Wiley
Published: Dec 1, 1996
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