Institutional logics and the multiorganizational governance arrangements of humanitarian INGOs

Abstract

Governance within the growing number of multiorganizational international nongovernmental organization (INGO) families in the humanitarian sector is challenging. Ideas are evolving about what the objectives of humanitarian INGOs should be, what the most appropriate means of achieving these objectives are, and how best to demonstrate effectiveness and integrity to others. Within this context, scholars observe that choices in governance approaches are driven largely by internal politics within the bounds of legitimacy, leading some to refer to INGOs as principled‐instrumentalists. However, we know little about the principles bounding these instrumental choices. Drawing from an institutional logics perspective, this paper compares the multiorganizational governance arrangements of 40 humanitarian INGO families with the values they espouse in their statements of values, principles, or beliefs. The idea being that these statements of values can serve as a window into the logics guiding organizational decision‐making and provide the basis for how power is enacted and strategies chosen within these social settings. These findings have the potential to help leaders of multisite nonprofits make sense of the ways changing values, beliefs, and logics are prompting their organizations to reconsider how they balance inherent management tensions.

The European university alliances—an examination of organizational potentials and perils

“…The main challenge with this form of conflict resolution is the time aspect-the fact that decisions may take some time to agree upon runs the risk of missing opportunities and failing to achieve what have been set out as objectives for the projects within the deadlines set, not least toward the EC. At the same time, consensus-oriented conflict resolution may enhance the commitment from members and bring them closer together as partners (Beagles, 2022;Vedres & Stark, 2010)-hinting that European university alliances may have a life beyond the initial economic support from the EC.…”

“…The fact that many alliances seem to consist of rather like-minded institutions is also a factor that may enforce the long-term persistence of the alliances established. Similar institutions and academic profiles make it easier to collaborate as social and cultural practices are more aligned in the first place (Beagles, 2022;Inkpen & Tsang, 2007). However, current alliances might have one particular feature that can be challenging with respect to culture and identity-the number of associated partners from outside higher education.…”

“…As many of the selected European university alliances have been set up after the EUI call by the EC, there is a risk that the commitment to engage in the alliance will be reduced if the EC funding stops (Beerkens, 2004), or if an attractive alternative to the current European university alliance emerges (Ahrne & Brunsson, 2005). The rationale and engagement these university alliances have is thus an important signifier for future persistence (Beagles, 2022). Justifications that match the identity of the members could be an indication of more long-term commitment (Boltanski & Thèvenot, 1991).…”

“…The four dimensions identified should not be seen as mutually exclusive. Studies have shown that factors related to culture and identity may have implications for the governance arrangements established (Beagles, 2022), and that formal governance designs indeed affect the cultural practices that are developed over time (Hustedt & Danken, 2017).…”

Is peer regulation perceived as an effective mediator to strengthen the mission orientation of INGO leaders?

“…Hence, mutual trust, collaboration, peer regulations on the industry level, and its spillover effect on the organization, allow for better mission orientation despite the reality of economic competition and political influences. This is an important finding, especially in the realm of the changing role of INGOs, turning from service providers to more political actors (Beagles, 2022). While services are increasingly provided by local organizations, INGOs have to build up new alliances to gain political influence-if necessary, in contradiction to some of their funders' perspectives.…”