Stakeholder management in a matrix organisation - 25th August 2015
Harvard Hauser Presentation Dec1 (5)
1. Leadership and Effectiveness of Transnational NGOs: Perspectives from cross-sectoral research Tosca Bruno-van Vijfeijken and Hans Peter Schmitz Transnational NGO Initiative Moynihan Institute of Global Affairs
16. 12/01/2009 TNGO Initiative @ The Moynihan Institute of Global Affairs Bridging the gap A general conclusion: When we look across data in different areas of the interview protocol, one of the striking results is the consistent gap between the academic literature and practitioners’ perspectives.
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Editor's Notes
NSF funded
Scholarship mainly driven by individual or small N case studies and examination of successful campaigns. Focus on single sector, case or issue, and on TNGOs considered relatively successful or prominent. Confined to single discipline or sub-discipline (literatures related to not for profits, social movements, lobbying and interest groups, advocacy networks, epistemic communities. Lack of analysis of leadership perspectives on organizational characteristics/attributes and outcome measurement. Ignorance about significant variation across different types of TNGOs and what they have in common, at the same time. Only by analyzing how leaders understand difficult concepts such as effectiveness or accountability can scholars develop indicators that measure these constructs meaningfully. Lack of research designs capable of revealing links between leadership, organizational characteristics and organizational behavior.
Ability to address longstanding empirical questions.
Cross-sectoral: human rights, environment, development (relief as well as long-term), conflict resolution. CN provides convenient (though limited and controversial) measure of outcome. CN ratings are based on financial efficiency (org. overhead measures) and organizational capacity (org cash reserves measures). Private foundations, hospitals, universities, community foundations and those TNGOs that reported zero fundraising costs or that were overwhelmingly funded through government grants or services were excluded. Proportionate stratified sample of 177 was drawn, of which 123 were succesfully interviewed (69% response rate). Regi
Succeeded in interviewing more than half of the organizations in the total population.
Impact of transnationalism on operations. Protocol developed in consultation with practitioners and piloted with prospective leaders. Open-ended questions. Protocol developed by interdisciplinary team of researchers specializing in political science, international relations, public administration, sociology, political psychology and information studies.
Atlas TI has capability to organize and quantify large amounts of qualitative information, plus features facilitating collaboration among many researchers. Coders spent half day coding each interview. Codebook and coding procedures designed to facilitate both deductive, confirmatory inquiry and inductive, exploratory inquiry. Code families and coding procedures were designed to extract maximum amount of combined qualitative and quantitative information.
Succeeded in interviewing more than half of the organizations in the total population.
Atlas TI has capability to organize and quantify large amounts of qualitative information, plus features facilitating collaboration among many researchers. Coders spent half day coding each interview. Codebook and coding procedures designed to facilitate both deductive, confirmatory inquiry and inductive, exploratory inquiry. Code families and coding procedures were designed to extract maximum amount of combined qualitative and quantitative information.
Budget size: small (less than $1 million); medium ($1-10 million); large (> $10 million). CN measure of org efficiency: program-overhead ratio. CN measure of org capacity: consistent funding growth and cash reserves.
Budget size: small (less than $1 million); medium ($1-10 million); large (> $10 million). CN measure of org efficiency: program-overhead ratio. CN measure of org capacity: consistent funding growth and cash reserves.
Leaders conceptualize effectiveness as goal achievement despite the fact that the scholarly literature has long since pushed goal achievement aside in favor of other concepts such as well functioning bureacratic systems, ability to exploit environments, efficient allocation of means of production, financial viability, reputation or set of judgements by various stakeholders. Relationship effectiveness and accountability: leaders see goal achievement in terms of living up to promises made to stakeholders; however, stakeholders may be satisfied while the TNGO still fails to achieve its goals.
Emphasis among TNGO leaders is on donor accountability, mandate fulfillment and financial accounting, not on downward or ‘voice’ accountability. No significant variation across sectors, size and financial efficiency.
Service delivery orgs report high levels of satisfaction while emphasizing growth and funding (not effectiveness or responsiveness) as the main benefits of being accountable.
Leaders’ satisfaction with the level and methods of accountability is high, while their self-reported practice shows little evidence of adopting a learning-driven understanding of accountability. Proponents of ‘complex accountability’ need to move beyond standard-setting and begin to highlight the comparative advantage in adopting a more comprehensive view on accountability, as well as offer concrete tools.
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