Cross-cultural management and NGO capacity building
Jackson, Terence and Claeyé, Frederik (2011) Cross-cultural management and NGO capacity building. In: Leadership in nonprofit organizations: a reference handbook. Agard, Kathryn A., ed. Sage, Los Angeles, pp. 859-870. ISBN 978141296886
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Official URL: http://www.uk.sagepub.com/books/Book233144
This chapter outlines the necessity of integrating a cross-cultural management perspective into the management of non-governmental organizations (NGOs) and the importance of developing leadership and organizational capacity in this kind of organizations. It considers why management and leadership are important to NGOs, and particularly why a consideration of cross-cultural management is so important. It asks how cross-cultural theory might address practical NGO management and leadership issues, focusing first on the different levels of cross-cultural interaction and how we might understand cultural differences. In particular it highlights the importance of the way human beings in organizations are valued differently between Western and non-Western cultures, explaining why uncritically exporting the concept of human resource management from the private sector or public administration to the non-profit sector is inappropriate both in many developed countries and in developing countries. We use the example of NGO management and leadership in Africa to illustrate this point.
|Item Type:||Book Section|
|Keywords (uncontrolled):||Leadership, non-governmental organisations, capacity building, cross-cultural management|
|Research Areas:||A. Middlesex University Schools and Centres > Business School > International Management and Innovation|
A. Middlesex University Schools and Centres > Business School > International Management and Innovation > International and Cross-cultural Management group
|Deposited On:||16 Feb 2011 15:49|
|Last Modified:||06 Feb 2015 15:06|
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