Author(s)
Fowler, AlanEditor(s)
Eade, DeborahPublication date
1992-05-01Subject
Approach and methodology
Metadata
Show full item recordJournal
Development in PracticeDocument type
Journal articleLanguage
EnglishDescription
The work of international non-profitmaking non-governmental development organisations (NGOs) challenges them to adopt a decentralised structure. We know little, however, about how this decentralisation is organised, and even less about its impacts on NGO performance. Based on studies in southern Africa, this article identifies the gains and losses associated with the choice to decentralise. It goes on to pose questions about decentralisation as a critical variable for the organisational design of NGOs which need to be answered by more systematic comparative study.<p>This article is hosted by our co-publisher Taylor & Francis.</p>Pages
4Status
For public use – can be shared outside OxfamISSN
0961-4524EISSN
1364-9213ae974a485f413a2113503eed53cd6c53
10.1080/096145249100076731