Strategy, local sociology, political philosophy: Analysis of strategy of Non‐Governmental Organizations under radical intellectual leadership

Abstract

The study discusses the relationship between NGO strategy (both toward government and community), contextual conditions, and the sociological and political-philosophic background of the leaders of the organization. The empirical section focuses on a specific Israeli NGO (Bimkom) led by a radicalintellectual leadership whose aim is to promote the interests of poor communities. The organization under research activated a dual complex strategy, one that both criticizes and negotiates with the government, at the same time advocating for and empowering communities. The study points to a clear linkage between that strategy and leaders' own background. In fact, the latter served as a source from which the leaders carved out guidelines, perceptions, policy tools, and abstract resources (which in turn also affected outcomes). On a basis of these findings, the study suggests a model designed to improve the analysis of strategic management.