Volume 18, Number 3, Fall 2015

                                                                REGULAR ARTICLES
Political Institutional Environment and Management Culture as
Determinants of Nongovernmental/NonprofitOrganizations’ Performance …...   269
S. Senses-Ozyurt
                                                              SYMPOSIUM
Symposium on Change and Evolving Organizational Narratives
and Realities: Part I …………………………………………………………….........................    304
A. V. Roman
An Introduction to the Symposium on Change and Evolving
Organizational Narratives and Realities ..........................................................    305
A. V. Roman
Human Capital Data Management in Theory and Practice: Applying
the Organizational Learning Cycle to Federal Initiatives …………......................   310
H. Getha-Taylor
Connecting the Dots: Integrating and Reinventing Cultural
Theory, Voice and Collaboration .…………………………….....................................   335
F. Lau and A. M. Williams

Research on the impact of one’s self-perception of voice on their willingness to take part in organizations collaboration has recently been empirically demonstrated. However, in the context of larger, global organizations, research has yet to determine the importance of voice and collaboration. Moreover, the failure to account for influences such as globalization warrants revisiting theoretical explanations of voice and collaboration. This manuscript proposes a new model merging cultural theory and the work on voice and collaboration to describe how global organizations seek to develop a structure and attract personnel that will collaborate to make decisions towards the organization’s preferred outcome and ensuing behaviors.

Change, whether real or perceived, is the inescapable consequence of time. Although, there are a number of organizational dynamics that are rather diachronically resilient, for the most part organizations have to be unremitting in their efforts to adapt to the ever increasingly more complex tasks and changing environmental conditions. This has been particularly true for public organizations. In the past two decades there has been a notable evolution within the degree and the nature of the challenges confronted by public service. In fact, in a number of ways – change is perhaps a new “constant” within the current realities and narratives faced by public agencies at all levels of governance.

This study evaluates the effects of political institutional environment and management culture on the performance of nongovernmental/nonprofit organizations (NGOs/NPOs). Through narrative analysis of in-depth interviews conducted with the founders and directors of sixMuslim women’s organizations (MWOs) in the United States and the Netherlands, the paper explores how these organizations’ relationship with the state, and the ethnic resources and management culture affect their performance. The findings indicate that when performance is evaluated as goal attainment, MWOs perform satisfactorily. However, when performance is assessed using financial sustainability or social image dimensions the results were mixed. Overall, the findings confirm that political institutional environment has significant impact on NGO/NPO performance, and that ethnic culture play a role in how MWOs are managed.

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