Re‐inventing the Gendered Organization: Staff Attitudes towards Women and Gender Mainstreaming in NGOs in Malawi

Gender inequality within non‐governmental organizations (NGOs) is constructed on a daily basis through the gendered norms, attitudes and practices of individuals within them. The continual re‐invention of a gendered organization ensures the maintenance of the status quo and therefore the privileging of male/masculine interests over female/feminine interests. Gender mainstreaming is an approach designed to alter the status quo and facilitate women's empowerment. In Malawi, many NGOs have adopted gender mainstreaming as a strategy to address gender inequality both within their organizations and with the communities where they work. Gender mainstreaming initiatives involve a variety of activities including hiring more women staff members, designing policies within the organization to promote gender equality and educating staff members about gender issues through training workshops. While these strategies represent important steps forward for gender equality, it is not clear to what extent these policies and initiatives are translating into meaningful change within the organization.     

Getting to yes … or no: Nonprofit decision making and interorganizational restructuring

This article explores the decision‐making process nonprofit organizations use to determine whether to pursue merger or other forms of interorganizational restructuring. The research uses a case study design, analyzing four examples of interorganizational restructuring. The findings describe both the structure and the characteristics of the processes used in four cases. The research found that the decision‐making processes used in the four cases had several core elements. Participants in restructuring customized decision‐making processes to meet their needs, and power dynamics shaped those processes. Findings about the characteristics of the process emphasize the importance of communication and trust. How partners used power affected the decision‐making process and had implications for postmerger success. Decision‐making processes for cases involving two partners exhibited characteristics that were different from those involving multiple partners. Future research should consider the role of trust in restructuring decisions and the responsibilities of board and staff in the restructuring assessment process.     

The impact of funding sources and board representation on consumer control of service delivery in organizations serving low-income communities

This article examines the influence of funding sources and board members on the degree to which an organization enhances consumer control of the organization or limits access to services for some groups of clients. Based on a study of decision making in organizations serving three low-income communities, a limited degree of board influence on an organization's choice of service strategies can be traced to both the power of donors to demand service strategies that reflect their interests and the efforts of staff members to limit the ability of the board to engage in policy-making. The high degree of dependence of low-income communities on external funding restricts the development of boards as decision-making bodies that effectively reflect community interests.     

‘Girls Who Do Boys Like They're Girls’? Exploring the Role of Gender in the Junior Management of Contemporary Service Work

This article attempts to explain the clustering of women managers at junior managerial grades in the service sector by focusing on the structuring and organization of work in a call centre. The article is based on an ethnography of an organization and seeks to contribute to the ongoing debate in gender research by exploring and documenting the requirement for the enactment of masculinities at work for successful managers. Central to our account is the role of team leader which, as a junior management position, occupies a key role in understanding and accounting for the gendered hierarchical terrain of contemporary service‐based organizations. In exploring the role of team leader, a position that tends overwhelmingly to be held by female staff, we draw attention to the perception of the gendered nature of the role by subordinate members of the organization, the team‐leaders themselves and more senior managers. The position is also brought into sharp relief in comparison with the subordinate role of the ‘problem manager’, a position overwhelmingly held by men.     

‘Belonging’ and ‘Otherness’: Sex Equality in Banking in Turkey and Britain

The struggle for sex equality at work has largely been achieved in the developed world, it is claimed. The number of well‐qualified young women entering white‐collar employment and achieving promotion to first‐line and middle management positions now matches or exceeds their male peers. Many young women have high career aspirations and argue that sex discrimination no longer exists. However, this perception is over‐optimistic. Major sex inequalities persist at senior management level in the salaries and benefits offered to female and male staff and in access to certain favoured occupations and sectors of employment. Questionnaires, interviews and documentary evidence from three Turkish and six British banks and high street financial organizations showed that their claimed commitment to equal opportunities by sex was not matched by their practices. Members of managerial elites (who were almost exclusively male) held firm views about the characteristics of ‘the ideal worker’, which informed organizational ideologies, including human resource policies and practices concerning recruitment and promotion. They also permeated organizational cultures, which affected employees’ working practices and experiences. The outcome of these internal negotiation processes was to differentiate between a favoured group of staff seen as fully committed to the companies’ values, who were promoted and rewarded, and an ‘out’ group, whose members were denied these privileges. This distinction between ‘belonging’ and ‘otherness’ is gendered not only along the traditional lines of class, age, sexual orientation, religion and physical ability, but also along the new dimensions of marriage, networking, safety, mobility and space. Despite local and cross‐cultural differences in the significance of these factors, the cumulative disadvantage suffered by women staff seeking career development in the industry was remarkably similar.     

Reinventing a Large Nonprofit: Lessons from Four Voluntary Health Associations

This article describes attempts by four voluntary health associations to obtain their member organizations' consent to an emphasis on national rather than local goals and to new structures that centralized the members' management and governance functions while keeping service delivery decentralized. It argues that at three of the four associations, the member organizations agreed to a restructuring because the national organizations won their trust through a broadly inclusive decision‐making process and because the members were persuaded that the restructuring would increase resources available for local programs and services. Although the shift in focus to national goals risks diminishing local support, the reorganizations are evidence of a broadly felt need in nonprofit associations for a new decision‐making model and for new roles for volunteers that take better advantage of their community relationships.     

Critical standpoint: Leaders of color advancing racial equality in predominantly white organizations

Organizations are often core sites for the production and perpetuation of social inequality. Although the United States is becoming more racially diverse, organizational elites remain disproportionately white, and this mismatch contributes to increasing racial inequality. This article examines whether and how leaders of color within predominantly white organizations can help their organizations address racial inequality. Our analysis uses data from a national study of politically oriented civic organizations and ethnographic fieldwork within one predominantly white organization. We draw on institutional work research, the outsider‐within concept, and insights from critical whiteness theory to explain how leaders of color can use their position and “critical standpoint” to help guide their organization toward advancing racial equality. The qualitative analysis shows how such leaders, when empowered, help their organization address race internally by (a) providing alternatives to white‐dominated perspectives, (b) developing tools to educate white members about racial inequality, and (c) identifying and addressing barriers to becoming a more racially diverse organization. The qualitative analysis also shows how leaders of color help their organization address race externally by (a) sharing personal narratives about living in a white‐dominated society and (b) brokering collaborations with organizations led by people of color. This research has implications for organizations seeking to promote social equality: Organizational leaders from marginalized status groups can help their organizations address social inequality, if those leaders possess a critical standpoint and sufficient organizational authority.     

Intermediaries supporting sports-based youth development programs

The authors describe intermediary organizations whose aim is to provide technical assistance to sports organizations about infusing a youth development emphasis into their programming. Team-Up for Youth, Sports PLUS Global, and the National Recreation and Park Association are the three organizations highlighted in this article. Team-Up for Youth's mission is to pioneer innovative strategies to support the healthy development of youth by strengthening and expanding afterschool sports and physical activity programs. Team-Up works with youth sports providers, policymakers and public officials, and staff and students at colleges and universities in the San Francisco Bay Area. It concentrates on five areas: training and education, coaching corps, grant making, public policy, and knowledge creating and sharing. Sports PLUS Global is an international organization that delivers educational training to communities using sports to promote human development, social change, and human rights. It uses the Positive Learning Using Sports (PLUS) method to reach children, coaches, and educators in camps and afterschool programs. The PLUS method employs twelve steps that are described in detail in the article. The National Recreation and Park Association (NRPA) engages national partners and local park and recreation agencies to improve the quality of youth sports nationwide. NRPA, in partnership with Sports Illustrated magazine, developed and manages the Sports Illustrated GOOD SPORTS initiative. Communities are improving youth sports through the following elements: teaching life skills, empowering success among youth, promoting physical activity and healthy lifestyles, and strengthening communities.     

The Logic of A Co‐Operative Economy and Democracy 2.0: Recovering the Possibilities for Autonomy,Creativity, Solidarity,and Common Purpose

Over the past 30 years, the collectivist‐democratic form of organization has presented a growing alternative to the bureaucratic form, and it has proliferated, here and around the world. This form is manifest, for example, within micro‐credit groups, workers’ co‐operatives, nongovernmental organizations, advocacy groups, self‐help groups, community and municipal initiatives, social movement organizations, and in many nonprofit groups in general. It is most visible in the civil society sector, but demands for deeper participation are also evident in communities and cities, and the search for more involving and less bureaucratic structures has spread into many for‐profit firms as well. Building on research on this form of organization, this article develops a model of the decisional processes utilized in such organizations and contrasts these “Democracy 2.0” standards for decision making from the Democracy 1.0 (representative and formal) standards that previously prevailed. Drawing on a new generation of research on these sorts of organizations, this article and this special section discuss: (a) how consensus decisional processes are being made more efficient; (b) how such organizations are now able to scale to fairly large size while still retaining their local and participatory basis; (c) how such organizations are cultivating a more diverse membership and using such diversity to build more democratic forms of governance; (d) how such organizations are combatting ethnoracial and gender inequalities that prevail in the surrounding society; and (e) how emotions are getting infused into the public conversations within these organizations and communities.     

Promoting sustainable development through civil society: A case study of the EU’s NSA/LA thematic programme in Kyrgyzstan

The article focuses on the contribution of the European Union (EU) in promoting sustainable development through the involvement of civil society in partner countries. More specifically, it analyses the main features and outcomes of the projects implemented by civil society organizations (CSOs) in Kyrgyzstan under the EU thematic programme Non‐State Actors and Local Authorities in Development (NSA/LA). Despite its importance—this is the only EU programme providing direct support to non‐state actors and local authorities engaged in poverty reduction—to date, there has been very little research on the functioning of this instrument on the ground. This article seeks to fill this gap in the literature by examining the EU’s contribution to sustainable development through a case study on Kyrgyzstan. The study is based on primary data: 10 semi‐structured interviews conducted with the EU‐funded organizations implementing the NSA/LA programme. The NSA/LA projects were analysed by considering two major fields of engagement of non‐state actors in the development process: as service providers and as advocates (Banks & Hulme, 2012). Overall, the organizations awarded EU support were not only focused on fulfilling short‐term needs but also sought to introduce new ways of dealing with poverty and inequality, positioning themselves between the “Big‐D” and the “little‐d” approaches to development (Bebbington, Hickey, & Mitlin, 2008). Nonetheless, the EU‐funded projects were too limited and fragmented to be able to sustain long‐term structural change. Therefore, the EU should place new emphasis on creating synergies between new and old structures at the grassroots level and establishing mechanisms and bodies that could merge and co‐ordinate their efforts. In addition, the calls for proposals could highlight the need to share the lessons learnt by “obliging” the beneficiaries to act as multipliers and to pass on their positive experience to neighbouring communities. Finally, the EU could stimulate the funded organizations to experiment with innovative mechanisms of involvement in the policy‐making process, by making this aspect a mandatory requirement of the projects implemented with its support.     

Survival of the fittest: capacity building for small nonprofit organizations

This paper discusses capacity building activities designed for small nonprofits who are members of the Second Harvest Food Bank of Central Florida's ADEPT program. The Second Harvest Food Bank of Central Florida (SHFBCF) is a nonprofit organization that collects, stores and distributes donated food to more than 450 nonprofit partners in Brevard, Lake, Orange, Osceola, Seminole and Volusia counties. This project sought to delineate, design, and implement the capacity building trainings desired by ADEPT member agencies. It also analyzed the relationship between the number of clients served, number of staff, number of volunteers, and the training needs. At the conclusion of the capacity building trainings, data was collected to gauge participants' perceptions of the capacity building trainings and their perceived impact on the effectiveness of the ADEPT Program and its member agencies. The generalizability and applicability of the research results to other small community-based organizations providing social and human services is also discussed.     

Local Unit Performance in a National Nonprofit Organization

Board members and chief professional officers (CPOs) from the local units of a national nonprofit organization completed questionnaires that revealed (1) statistically significant differences as to what functionsand activities each believes the other should do and does perform, (2) areas of possible tension between boards and their CPOs, and (3) those activities with significant correlations to common performance measures established by the national organization. Both board members and CPOs believe boards should be doing more than they do, with CPOs being more critical of board members than they are of themselves or than board members are of them. There is significant tension between boards and CPOs regarding responsibility for some operational issues. However, neither the presence nor absence of tension was significantly correlated with the effectiveness of the organization. Finally, self‐reported measures of effectiveness correlated with external measures developed by the national organization, providing some evidence that self‐reported measures may be valid.     

Renewal or Re-Entrenchment? A Case Study of 2011 Education Union Crisis

This case study provides insights into how a community of organizations communicates during a crisis by examining how challenges to collective bargaining laws in Wisconsin and Ohio provoked a dramatic response by education unions and the labor sector as a whole. Using the theoretical frameworks of reflective management and the discourse of renewal, this insider account of the response found that these pivotal events were a cause for change in how the education unions and their partners communicated. These events resulted in increased collaboration between partners, embracing an organic response of members, and the rearticulation of organization values. In addition to the presentation of crisis communication beyond the traditional narrow-focus of the response of a single organization, the results of this study also challenge the concept of what constitutes reflection and renewal after a crisis.     

The Longevity of Community Aging Initiatives: A Framework for Describing NORC Programs’ Sustainability Goals and Strategies

Naturally Occurring Retirement Community Supportive Services programs (NORC programs) aim to bring together stakeholders within a local area with a large number of older adults (e.g., a neighborhood or apartment building) to facilitate activities and services that promote aging in place. Despite enthusiasm for these programs, there is ongoing concern regarding their long-term sustainability, especially as federal funding to support NORC programs nationally has dwindled in recent years. This exploratory study aimed to develop a framework to describe NORC programs’ sustainability goals and strategies. As part of a statewide study in New Jersey, this study drew on data from semi-structured in-depth interviews with staff of 10 lead organizations that represented 15 NORC programs. Using a grounded theory analytic approach, findings revealed three types of sustainability goals: continuing the program indefinitely within the lead agency (described by eight organizations); integrating the program functions across other organizations (described by one organization); and defining the program as a finite project (described by one organization). Lead organizations implemented and developed their programs in ways that reflected their goals. This framework can be used to guide efforts to maintain, expand, and evaluate NORC programs and related community aging initiatives.     

‘A Blinding Lack of Progress’: Management Rhetoric and Affirmative Action

In this study we explore how versions of organizational reality and gender are constructed in management discourse and whether such patterns change over time. Specifically, we examine management explanations and accounts of the gendered nature of their organizations through their commentaries on their affirmative action programmes. In Australia private sector organizations with 100 or more employees are required to report to government on their affirmative action programmes for women. In these documents, management representatives outline objectives for the coming year and report on their progress in reducing employment‐related barriers for women. In doing so they account for the ‘problem’ of gender‐based discrimination that affirmative action is designed to address, justify their actions (or lack of action) and reproduce versions of gendered identity. Thus we use affirmative action reporting as cases of management rhetoric to explore how aspects of gender and organization are constructed, taken for granted, challenged or problematized. Comparing reports from the hospitality sector over a 14‐year period, we explore whether there is any evidence of discursive change in management accounts of the gendered nature of their organizations.     

The Relationship between Provision of Membership Benefits and Fulfillment of Representational Roles in Nonprofit Advocacy Membership Organizations

This article explores the ways nonprofit advocacy membership organizations can manage their resource dependence on members and fulfill the organizations' representational roles, focusing on the provision of membership benefits. Membership organizations rely on financial or other resources from members and thus are constrained by them. For a nonprofit that aims to primarily speak for members, constraints by members may help to focus organizational attention on members' interests. Contrarily, for a nonprofit that aims to mainly represent broader constituents, members' constraints may hamper an organization's ability to advocate for broader constituents because members do not necessarily share the same policy goals with broader constituents. The provision of membership benefits can be a useful strategy for organizations to fulfill their representational roles and to satisfy and engage members, because people often join an organization to enjoy certain membership benefits. For an empirical analysis, this study collected a large‐scale data set through web and mail surveys of nonprofit advocacy organizations across the United States. The mixed‐mode surveys achieved a 57.5 percent response rate (729 responses). The survey and regression analysis results show that member‐serving nonprofits providing members with opportunities to participate in advocacy work are more likely to represent members' interests directly. Although broader constituency‐serving nonprofits tend to prioritize members' opinions, these organizations are more likely to adhere to the mandates of broader constituents when providing selective material membership benefits. However, when providing purposive membership benefits, these nonprofits are more likely to represent members' opinions.     

Family involvement in small,local nongovernmental organizations

The involvement of family members in nongovernmental organizations (NGOs) has been largely overlooked in the literature on the nonprofit and voluntary sector. This study draws on the family business literature to explore the main features of family involvement and the implications for organizational survival and effectiveness. It shows that the family is an important research variable. Exploring the NGO sector in India, the article demonstrates that family involvement can significantly influence the management of human and material resources, governance, and decision making. Although there are several advantages to family involvement, a large overlap of family and organization can threaten credibility and legitimacy. Family‐based NGOs must stress their value orientation to counter negative perceptions.     

Cross‐cultural civility in global civil society: transnational cooperation in Chinese NGOs

Transnational networks and organizations are often hailed as embodiments and carriers of global civil society, yet these assessments remain incomplete due to a lack of empirical research on their internal dynamics. In this article, I investigate whether or not transnational NGOs embody the cooperation across multiple social, cultural and political cleavages central to definitions of global civil society by exploring how multiple memberships are negotiated in the context of their everyday tasks. Using organizational documents and interview data with staff of two Protestant Christian development NGOs in China, I analyse how actors within these transnational organizations successfully manage their multiple memberships in national polities, national cultures, religious communities and a world culture. While multiple memberships exhibit the potential both to enable and to constrain an NGO's organizational tasks, the key to making such ties enabling are staff who act as skilful cross‐cultural brokers. Thus, the type of social capital required to render multiple memberships beneficial and not harmful to the organizations also makes these organizations true indicators of a developing global civil society.     

The Contribution of NPOs to Family Policy Formulation in EU Member and Applicant States

This paper examines the role of nonprofit organizations (NPOs) in the process of family policy formulation in eight member states and three applicant states of the European Union. Drawing upon interviews with representatives from the nonprofit sector, the author argues that the experiences of NPOs in family policy-making vary considerably between countries because of the way state–nonprofit relations operate. Social origins theory illustrates why these variations exist by pointing to broad societal influences on the nonprofit sector, but new empirical evidence presented here suggests that, in a particular policy field, other factors, such as the significance of the field on policy agendas, the strength of one particular organization in a specific cultural context, party ideology, and financial viability of the NPO, shape the role of organizations in the formulation of policies