Philanthropic organizations face particular organizational identity challenges. As nonprofits, they depend on large numbers of constituents (members, supporters, volunteers, NGOs, business organizations, etc.) with whom they have complex interrelationships. Moreover, constituents often have divergent aspirations and goals (Johansen & Nielsen, 2016; Knox & Gruar, 2007). Consequently, nonprofit managers may find themselves in situations where groups of members and supporters are reluctant to follow the strategies, ideas, and organizational processes planned for the organization by managers. Such scenarios may give rise to perceived inconsistency between expected philanthropic goals and practices, causing tension and dissent rather than consensus in the philanthropic community. One way of exploring how the perception of inconsistency can emerge in philanthropy is to look at the clash of ideas and expectations between traditional philanthropic organizations and the recent move toward "new philanthropy." New philanthropy identifies the movement through which upcoming social entrepreneurs are turning classical philanthropy into a more strategic discipline of "venture philanthropy" (Baide, 2013). Rather than facilitating donations to disempowered groups who do not have access to capital markets, new philanthropists suggest new forms of support based on lending facilities. The idea is to help (primarily developing country) entrepreneurs to set up small businesses, allowing them to provide for themselves and their families. Classical donation activity is thus bridged with business principles. However, critical scholars have considered this a cold-hearted utilitarian way of getting rid of, rather than solving, social problems (Baide, 2013; Gross,