Structure,power, and discourses of development in Spanish NGOs

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.