Lewis, David 
ORCID: 0000-0003-0732-9020
(2003)
Nongovernmental organizations, business, and the management of ambiguity.
Nonprofit Management and Leadership, 9 (2).
pp. 135-152.
ISSN 1048-6682
Abstract
Partnerships between business and nongovernmental organizations (NGOs) that seek to promote fair trade between small scale producers in poor countries and Western consumers are opening up new and potentially challenging approaches to development in terms of income generation, local capacity building, and alternative sources of NGO funding. However, such ventures face a distinctive set of problems, many of which arise because these ventures are located uncomfortably on the boundary between the non-profit and the business sectors. The concept of sectoral ambiguity helps to explain observed problems with confused expectations, management tensions, and lack of sustainability. Strengthening these partnerships will require greater transparency, market diversification, long-range planning, and the building of a set of more realistic expectations.
| Item Type: | Article |
|---|---|
| Official URL: | http://onlinelibrary.wiley.com/journal/10.1002/(IS... |
| Additional Information: | © 1998 Wiley Periodicals, Inc. |
| Divisions: | Social Policy |
| Subjects: | H Social Sciences > HN Social history and conditions. Social problems. Social reform |
| Date Deposited: | 29 Sep 2014 11:11 |
| Last Modified: | 13 Sep 2024 21:44 |
| URI: | http://eprints.lse.ac.uk/id/eprint/59559 |
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