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dc.contributor.authorMoore, Mick*
dc.contributor.authorStewart, Sheelagh*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T09:48:47Zen
dc.date.available2011-05-24T09:48:47Zen
dc.date.issued1998-08-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/09614529853620en
dc.identifier.urihttp://hdl.handle.net/10546/130334en
dc.descriptionOfficial aid funding for the development NGO sector grew fast in the late 1980s and early 1990s. These halcyon days are over. Thinkers within the NGO community are concerned with how to adapt to the end of the funding boom, and to correct its adverse effects. However, in spite of many calls to reorganize, re-think, and professionalize, one major set of issues has been largely ignored: the scope for introducing collective self-regulation of the organizational structure and procedures of NGOs in developing countries. The authors argue that this could make a major contribution to solving several problems currently faced by NGOs.<p>This article is hosted by our co-publisher Taylor & Francis.</p>en
dc.format.extent8en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/corporate-governance-for-ngos-130334
dc.subjectApproach and methodology
dc.titleCorporate governance for NGOs?en
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.number3en
prism.volume8en


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