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• W2117685957 abstract "There are few empirical studies that explore how managers at senior executive levels of international nongovernmental development organizations (INGDOs) conciliate multiple identities with purposeful strategic change. This article offers rich excerpts from high-level strategy meetings in two Member Organizations of a major INGDO and explores deeply embedded tensions in its organizational identity. In the case study, there were several identities in play simultaneously—“we attend to donors,” “we attend to beneficiaries,” “we attend to the confederation,” and finally “we attend to ourselves.” Strategic planning meetings were therefore fraught with tension over the balance between generalist versus specialist activities, organizational survival, autonomy, and image. Managers reconciled these tensions by creating a meta-identity of a “strategic organization”: “We may attend to different things but we attend to all of these things in a purposeful and directed way.” As aid organizations become ever larger and more complex, there is a need for a research agenda that explores how their identities coexist, are constructed, reconstructed, and managed in practice and the implication for their strategies." @default.
• W2117685957 created "2016-06-24" @default.
• W2117685957 creator A5080164741 @default.
• W2117685957 date "2011-03-01" @default.
• W2117685957 modified "2023-10-18" @default.
• W2117685957 title "Strategic Planning in an International Nongovernmental Development Organization" @default.
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• W2117685957 doi "https://doi.org/10.1177/0095399711400052" @default.
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