Between Power and Irrelevance: The Future of Transnational NGOs

Tran, Long

doi:10.20899/jpna.8.1.160-162

Cited by 2 publications

(3 citation statements)

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“…Despite such importance, transnational nonprofits have been largely overlooked until the late 1990s and remained relatively little studied, especially when it comes to their managerial and leadership aspects (Boli, 2006; Mitchell, 2014; Mitchell et al, 2020; Stroup & Wong, 2013; Tran, 2020a; Tran, 2020b; Tran, 2022). Case in point, there is very limited research on transnational nonprofit leaders' perspectives on collaboration.…”

Section: Methodsmentioning

confidence: 99%

“…Case in point, there is very limited research on transnational nonprofit leaders' perspectives on collaboration. This is an important knowledge gap because transnational nonprofits often need to rely on collaborations across sectoral and national borders to respond to cross‐border, wicked problems such as international relief and development, conflict resolution, and environmental protection (e.g., Boli, 2006; Mitchell, 2014; Mahmoud Saleh & Karia, 2022; Mitchell et al, 2020; Stroup & Wong, 2013; Tran, 2020a; Tran, 2020b; Tran, 2022; Tran & AbouAssi, 2021). The limited existing research on this topic (e.g., Mitchell, 2014; Mitchell et al, 2015) has also largely focused on transnational nonprofit leaders' positive or negative attitudes toward collaboration opportunities.…”

Section: Methodsmentioning

confidence: 99%

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Avid, Averse, Apprehensive, or Apathetic? A typology of collaboration attitudes

Tran

2023

Nonprofit Mgmnt & Ldrshp

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As much of nonprofit management research on inter‐organizational collaboration has focused on various macro and meso aspects of collaboration, little is known about micro aspects such as the attitudes of individuals involved in collaboration. To contribute to a more holistic and multidisciplinary understanding of collaboration, this study draws upon social psychological theories about attitude structure and attitudinal ambivalence to explore the variation in attitudes that nonprofit leaders have toward collaboration opportunities. Based on interviews with the leaders of 20 US‐based transnational nonprofits in the field of child welfare, the study qualitatively identifies four major types of attitudes toward collaboration opportunities: Avid, Averse, Apprehensive, and Apathetic. The study then presents several propositions to facilitate a future research program for the integration of attitudes into collaboration research. Practical policy and managerial implications are also discussed.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Avid, Averse, Apprehensive, or Apathetic? A typology of collaboration attitudes

Tran

2023

Nonprofit Mgmnt & Ldrshp

Self Cite

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“…Finally, Tran (2022) offers an account of the book, "Between Power and Irrelevance: The Future of Transnational NGOs," by Mitchell at al. (2020).…”

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confidence: 99%

Issue Introduction

Tran¹

2022

J. Public Nonprof Aff.

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In this new issue of Journal of Public and Nonprofit Affairs, we offer a collection of Research Articles focused on the operational capacity, service delivery, and financial sustainability of the public and nonprofit sectors. Our Social Equity article offers insight and practical advice for enhancing the inclusivity of the Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, and Asexual plus (LGBTQIA+) communities in public and nonprofit research. In addition, we offer two Book Reviews of important recent work focusing on nonprofit management research and the transnational NGO initiative.

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Between Power and Irrelevance: The Future of Transnational NGOs

Cited by 2 publications

References 2 publications

Avid, Averse, Apprehensive, or Apathetic? A typology of collaboration attitudes

Avid, Averse, Apprehensive, or Apathetic? A typology of collaboration attitudes

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