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Rethinking Non-Governmental Organizations: The Changing Dynamics Affecting NGOs

Yıl 2025, Cilt: 27 Sayı: 2, 587 - 620, 18.08.2025
https://doi.org/10.26745/ahbvuibfd.1654892

Öz

This study aimed to address the need for transformation of non-governmental organizations (NGOs) in today's world from a conceptual, institutional, and functional perspective. NGOs are key actors that operate to respond to social needs and promote transformation. However, changing socio-economic dynamics require them to evolve beyond their traditional modes of functioning to become more effective, efficient, and sustainable. In this context, the transformation of NGOs is evaluated under five main headings. The transformation of NGOs is assessed under the following five headings: Transparency and participation should be increased through governance. Measurable policies should be developed in line with goals through strategic planning. Technological opportunities should be used effectively by adopting digital transformation processes. Joint projects should be encouraged through cooperation and networking. Traditional donation dependency should be reduced by developing sustainable financing models. In conclusion, NGOs should transform their classical hierarchical structures and evolve into a participatory, digitalized, collaborative, and financially sustainable model based on strategic planning.

Kaynakça

  • Amnesty International. (2020). Amnesty International halts India operations. Amnesty International. Retrieved from https://www.amnesty.org/en/latest/news/2020/09/india-amnesty-international-halts-work/
  • Anderson, M. B. (2012). Time to Listen: Hearing People on the Receiving End of International Aid. CDA Collaborative Learning Projects.
  • Anheier, H. K. (2014). Nonprofit Organizations: Theory, Management, Policy. Routledge.
  • Austin, J. E. (2000). Strategic collaboration between nonprofits and businesses. Nonprofit and Voluntary Sector Quarterly, 29(1), 69-97.
  • Banks, N., Hulme, D., & Edwards, M. (2015). NGOs, States, and Donors Revisited: Still Too Close for Comfort? World Development, 66, 707–718.
  • Bennett, W. L., & Segerberg, A. (2012). The Logic of Connective Action: Digital Media and the Personalization of Contentious Politics. Information, Communication & Society, 15(5), 739–768. https://doi.org/10.1080/1369118X.2012.670661
  • Bradbury-Huang, H. (2010). What is good action research? Why the resurgent interest? Action Research, 8(1), 93-109.
  • Brewster, C., & Cerdin, J.-L. (2018). The HRM of Foreign MNCs Operating in Europe. In Human Resource Management in Europe (3rd ed., pp. 199–226). Routledge.
  • Brown, L. D. (2007). Multiparty social action and mutual accountability. In Ebrahim, A., & Weisband, E. (Eds.), Global accountabilities: Participation, pluralism, and public ethics (pp. 43-63). Cambridge University Press.
  • Brown, W. A. (2002). Inclusive governance practices in nonprofit organizations and implications for practice. Nonprofit Management & Leadership, 12(4), 369-385.
  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations (5th ed.). Wiley.
  • Bugg-Levine, A., & Emerson, J. (2011). Impact investing: Transforming how we make money while making a difference. Innovations: Technology, Governance, Globalization, 6(3), 9-18.
  • Callaghan, G., Savage, J., & Mintrom, M. (2019). Building capacity for digital transformation: A framework for nonprofit organizations. Nonprofit Management and Leadership, 29(4), 551-567.
  • charity: water. (2021). Financials. Retrieved from https://www.charitywater.org/financials
  • Cornforth, C. (2003). The Governance of Public and Non-Profit Organisations: What Do Boards Do? Routledge.
  • Cornforth, C. (2012). Nonprofit governance research: Limitations of the focus on boards and suggestions for new directions. Nonprofit and Voluntary Sector Quarterly, 41(6), 1116-1135.
  • Davies, T. R. (2014). NGOs: A New History of Transnational Civil Society. Oxford University Press.
  • Dees, J. G., & Anderson, B. B. (2003). Sector-Bending: Blurring Lines Between Nonprofit and For-Profit. Society, 40(4), 16–27. https://doi.org/10.1007/BF02688206
  • Defourny, J., & Nyssens, M. (2010). Social enterprise in Europe: At the crossroads of market, public policies, and third sector. Policy and Society, 29(3), 231-242.
  • Denning, S. (2018). The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done. AMACOM.
  • DiMaggio, P. J., & Powell, W. W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48(2), 147–160.
  • Drucker, P. F. (2007). Management Challenges for the 21st Century. Routledge.
  • Dupuy, K., Ron, J., & Prakash, A. (2016). Hands Off My Regime! Governments’ Restrictions on Foreign Aid to Non-Governmental Organisations in Poor and Middle-Income Countries. World Development, 84, 299–311.
  • Ebrahim, A. (2003). Accountability in practice: Mechanisms for NGOs. World Development, 31(5), 813-829.
  • Ebrahim, A. (2010). The many faces of nonprofit accountability. In D. O. Renz (Ed.), The Jossey-Bass handbook of nonprofit leadership and management (3rd ed., pp. 101-121). Jossey-Bass.
  • Ebrahim, A., & Rangan, V. K. (2014). What Impact? A Framework for Measuring the Scale and Scope of Social Performance. California Management Review, 56(3), 118–141. https://doi.org/10.1525/cmr.2014.56.3.118
  • Edwards, M. (2011). The Oxford Handbook of Civil Society. Oxford University Press.
  • Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. Cambridge University Press.
  • Froelich, K. A. (1999). Diversification of revenue strategies: Evolving resource dependence in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 28(3), 246-268.
  • Gavi. (2020). Public-private partnership model. Gavi, the Vaccine Alliance. Retrieved from https://www.gavi.org/our-alliance/public-private-partnership-model
  • Gemmill, B., & Bamidele-Izu, A. (2002). The Role of NGOs and Civil Society in Global Environmental Governance. In D. C. Esty & M. H. Ivanova (Eds.), Global Environmental Governance: Options and Opportunities (pp. 77–100). Yale School of Forestry and Environmental Studies.
  • Gill, M., Flynn, R. J., & Reissing, E. (2005). The governance self-assessment checklist: An instrument for assessing board effectiveness. Nonprofit Management and Leadership, 15(3), 271-294. Greenpeace. (2014). Annual Report 2014. Greenpeace International.
  • Guo, C., & Acar, M. (2005). Understanding collaboration among nonprofit organizations: Combining resource dependency, institutional, and network perspectives. Nonprofit and Voluntary Sector Quarterly, 34(3), 340-361.
  • Hailey, J., & James, R. (2004). "Trees Die From the Top": International Perspectives on NGO Leadership Development. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 15(4), 343–353. https://doi.org/10.1007/s11266-004-1236-8
  • Hailey, J., & Salway, M. (2016). New routes to CSO sustainability: The strategic shift to social enterprise and social investment. Development in Practice, 26(5), 580-591.
  • Harvey, B., Gordon, J., & Maclean, K. (2010). Reappraising the Rise of the NGO Sector. Global Policy, 1(1), 26–37.
  • Held, D., & McGrew, A. (2007). Globalization/Anti-Globalization: Beyond the Great Divide (2nd ed.). Polity Press.
  • Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis—Where are we now? Journal of Strategy and Management, 3(3), 215-251.
  • Herman, R. D., & Renz, D. O. (2008). Advancing nonprofit organizational effectiveness research and theory: Nine theses. Nonprofit Management & Leadership, 18(4), 399-415.
  • International Committee of the Red Cross (ICRC). (2022). Cyber-Attack: What We Know. Retrieved from https://www.icrc.org/en/document/cyber-attack-what-we-know
  • INTRAC. (2017). Monitoring and Evaluation. Retrieved from https://www.intrac.org/wpcms/wp-content/uploads/2017/01/Monitoring-and-Evaluation.pdf
  • IRC. (2019). IRC Annual Report 2019. International Rescue Committee. Johnson, P., & Brown, S. (2018). Overcoming Resistance to Change in NGOs: The Role of Leadership and Communication. Nonprofit Management & Leadership, 29(1), 35–49.
  • Kang, S., & Gearhart, S. (2010). E-government and civic engagement: How is citizens' use of city web sites related with civic involvement and political behaviors? Journal of Broadcasting & Electronic Media, 54(3), 443-462.
  • Kania, J., & Kramer, M. (2011). Collective Impact. Stanford Social Innovation Review, 9(1), 36–41.
  • Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Press.
  • Kapucu, N. (2006). Interagency communication networks during emergencies: Boundary spanners in multiagency coordination. The American Review of Public Administration, 36(2), 207-225.
  • Keck, M. E., & Sikkink, K. (1998). Activists Beyond Borders: Advocacy Networks in International Politics. Cornell University Press.
  • Khang, D. B., & Moe, T. L. (2008). Success Criteria and Factors for International Development Projects: A Life‐Cycle‐Based Framework. Project Management Journal, 39(1), 72–84.
  • Kochanek, S. A. (2020). India’s Democracy: An Analysis of Changing State-Society Relations. Asian Survey, 60(1), 12–28.
  • Kumar, S. (2020). India's FCRA Amendment Bill: Implications for NGOs. Economic and Political Weekly, 55(43), 7–8.
  • Lee, C., & Nowell, B. (2015). A framework for assessing the performance of nonprofit organizations. American Journal of Evaluation, 36(3), 299-319.
  • Lewis, D. (2014). Non-Governmental Organizations, Management and Development (3rd ed.). Routledge.
  • Lewis, D., & Kanji, N. (2009). Non-governmental organizations and development. Routledge.
  • Liket, K. C., & Maas, K. E. (2015). Nonprofit organizational effectiveness: Analysis of best practices. Nonprofit and Voluntary Sector Quarterly, 44(2), 268-296.
  • Martens, K. (2002). Mission Impossible? Defining Nongovernmental Organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 13(3), 271–285.
  • Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57(5), 339-343.
  • McCoy, D., Chand, S., & Sridhar, D. (2009). Global Health Funding: How Much, Where It Comes from and Where It Goes. Health Policy and Planning, 24(6), 407–417.
  • Mitchell, G. E., & Schmitz, H. P. (2019). The Nexus of Performance Assessment and Accountability in Nonprofit Organizations. Nonprofit Policy Forum, 10(2), 1–17. https://doi.org/10.1515/npf-2018-0050
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Sivil Toplum Kuruluşlarını Yeniden Düşünmek: STK’ları Etkileyen ve Değişen Dinamikler

Yıl 2025, Cilt: 27 Sayı: 2, 587 - 620, 18.08.2025
https://doi.org/10.26745/ahbvuibfd.1654892

Öz

Bu çalışma, sivil toplum kuruluşlarının (STK) günümüz dünyasındaki dönüşüm ihtiyacını kavramsal, kurumsal ve işlevsel boyutlarıyla ele almaktadır. STK’lar, toplumsal ihtiyaçlara yanıt vermek ve dönüşümü teşvik etmek amacıyla faaliyet gösteren temel aktörlerdir. Ancak, değişen sosyo-ekonomik dinamikler, bu yapıların geleneksel işleyiş biçimlerini aşarak daha etkili, verimli ve sürdürülebilir bir yapıya evrilmelerini zorunlu kılmaktadır. Bu bağlamda, STK’ların dönüşümü beş temel başlık altında değerlendirilmektedir. Yönetişim anlayışıyla şeffaflık ve katılımcılık artırılmalı, stratejik planlama ile hedefler doğrultusunda ölçülebilir politikalar geliştirilmeli, dijital dönüşüm süreçleri benimsenerek teknolojik imkânlar etkin kullanılmalı, işbirliği ve ağ oluşturma yoluyla ortak projeler teşvik edilmeli ve sürdürülebilir finansman modelleri geliştirilerek geleneksel bağış bağımlılığı azaltılmalıdır. Sonuç olarak, STK’lar klasik hiyerarşik yapılarını dönüştürerek katılımcı, dijitalleşmiş, stratejik planlamaya dayalı, işbirlikçi ve finansal açıdan sürdürülebilir bir modele evrilmelidir.

Kaynakça

  • Amnesty International. (2020). Amnesty International halts India operations. Amnesty International. Retrieved from https://www.amnesty.org/en/latest/news/2020/09/india-amnesty-international-halts-work/
  • Anderson, M. B. (2012). Time to Listen: Hearing People on the Receiving End of International Aid. CDA Collaborative Learning Projects.
  • Anheier, H. K. (2014). Nonprofit Organizations: Theory, Management, Policy. Routledge.
  • Austin, J. E. (2000). Strategic collaboration between nonprofits and businesses. Nonprofit and Voluntary Sector Quarterly, 29(1), 69-97.
  • Banks, N., Hulme, D., & Edwards, M. (2015). NGOs, States, and Donors Revisited: Still Too Close for Comfort? World Development, 66, 707–718.
  • Bennett, W. L., & Segerberg, A. (2012). The Logic of Connective Action: Digital Media and the Personalization of Contentious Politics. Information, Communication & Society, 15(5), 739–768. https://doi.org/10.1080/1369118X.2012.670661
  • Bradbury-Huang, H. (2010). What is good action research? Why the resurgent interest? Action Research, 8(1), 93-109.
  • Brewster, C., & Cerdin, J.-L. (2018). The HRM of Foreign MNCs Operating in Europe. In Human Resource Management in Europe (3rd ed., pp. 199–226). Routledge.
  • Brown, L. D. (2007). Multiparty social action and mutual accountability. In Ebrahim, A., & Weisband, E. (Eds.), Global accountabilities: Participation, pluralism, and public ethics (pp. 43-63). Cambridge University Press.
  • Brown, W. A. (2002). Inclusive governance practices in nonprofit organizations and implications for practice. Nonprofit Management & Leadership, 12(4), 369-385.
  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations (5th ed.). Wiley.
  • Bugg-Levine, A., & Emerson, J. (2011). Impact investing: Transforming how we make money while making a difference. Innovations: Technology, Governance, Globalization, 6(3), 9-18.
  • Callaghan, G., Savage, J., & Mintrom, M. (2019). Building capacity for digital transformation: A framework for nonprofit organizations. Nonprofit Management and Leadership, 29(4), 551-567.
  • charity: water. (2021). Financials. Retrieved from https://www.charitywater.org/financials
  • Cornforth, C. (2003). The Governance of Public and Non-Profit Organisations: What Do Boards Do? Routledge.
  • Cornforth, C. (2012). Nonprofit governance research: Limitations of the focus on boards and suggestions for new directions. Nonprofit and Voluntary Sector Quarterly, 41(6), 1116-1135.
  • Davies, T. R. (2014). NGOs: A New History of Transnational Civil Society. Oxford University Press.
  • Dees, J. G., & Anderson, B. B. (2003). Sector-Bending: Blurring Lines Between Nonprofit and For-Profit. Society, 40(4), 16–27. https://doi.org/10.1007/BF02688206
  • Defourny, J., & Nyssens, M. (2010). Social enterprise in Europe: At the crossroads of market, public policies, and third sector. Policy and Society, 29(3), 231-242.
  • Denning, S. (2018). The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done. AMACOM.
  • DiMaggio, P. J., & Powell, W. W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48(2), 147–160.
  • Drucker, P. F. (2007). Management Challenges for the 21st Century. Routledge.
  • Dupuy, K., Ron, J., & Prakash, A. (2016). Hands Off My Regime! Governments’ Restrictions on Foreign Aid to Non-Governmental Organisations in Poor and Middle-Income Countries. World Development, 84, 299–311.
  • Ebrahim, A. (2003). Accountability in practice: Mechanisms for NGOs. World Development, 31(5), 813-829.
  • Ebrahim, A. (2010). The many faces of nonprofit accountability. In D. O. Renz (Ed.), The Jossey-Bass handbook of nonprofit leadership and management (3rd ed., pp. 101-121). Jossey-Bass.
  • Ebrahim, A., & Rangan, V. K. (2014). What Impact? A Framework for Measuring the Scale and Scope of Social Performance. California Management Review, 56(3), 118–141. https://doi.org/10.1525/cmr.2014.56.3.118
  • Edwards, M. (2011). The Oxford Handbook of Civil Society. Oxford University Press.
  • Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. Cambridge University Press.
  • Froelich, K. A. (1999). Diversification of revenue strategies: Evolving resource dependence in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 28(3), 246-268.
  • Gavi. (2020). Public-private partnership model. Gavi, the Vaccine Alliance. Retrieved from https://www.gavi.org/our-alliance/public-private-partnership-model
  • Gemmill, B., & Bamidele-Izu, A. (2002). The Role of NGOs and Civil Society in Global Environmental Governance. In D. C. Esty & M. H. Ivanova (Eds.), Global Environmental Governance: Options and Opportunities (pp. 77–100). Yale School of Forestry and Environmental Studies.
  • Gill, M., Flynn, R. J., & Reissing, E. (2005). The governance self-assessment checklist: An instrument for assessing board effectiveness. Nonprofit Management and Leadership, 15(3), 271-294. Greenpeace. (2014). Annual Report 2014. Greenpeace International.
  • Guo, C., & Acar, M. (2005). Understanding collaboration among nonprofit organizations: Combining resource dependency, institutional, and network perspectives. Nonprofit and Voluntary Sector Quarterly, 34(3), 340-361.
  • Hailey, J., & James, R. (2004). "Trees Die From the Top": International Perspectives on NGO Leadership Development. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 15(4), 343–353. https://doi.org/10.1007/s11266-004-1236-8
  • Hailey, J., & Salway, M. (2016). New routes to CSO sustainability: The strategic shift to social enterprise and social investment. Development in Practice, 26(5), 580-591.
  • Harvey, B., Gordon, J., & Maclean, K. (2010). Reappraising the Rise of the NGO Sector. Global Policy, 1(1), 26–37.
  • Held, D., & McGrew, A. (2007). Globalization/Anti-Globalization: Beyond the Great Divide (2nd ed.). Polity Press.
  • Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis—Where are we now? Journal of Strategy and Management, 3(3), 215-251.
  • Herman, R. D., & Renz, D. O. (2008). Advancing nonprofit organizational effectiveness research and theory: Nine theses. Nonprofit Management & Leadership, 18(4), 399-415.
  • International Committee of the Red Cross (ICRC). (2022). Cyber-Attack: What We Know. Retrieved from https://www.icrc.org/en/document/cyber-attack-what-we-know
  • INTRAC. (2017). Monitoring and Evaluation. Retrieved from https://www.intrac.org/wpcms/wp-content/uploads/2017/01/Monitoring-and-Evaluation.pdf
  • IRC. (2019). IRC Annual Report 2019. International Rescue Committee. Johnson, P., & Brown, S. (2018). Overcoming Resistance to Change in NGOs: The Role of Leadership and Communication. Nonprofit Management & Leadership, 29(1), 35–49.
  • Kang, S., & Gearhart, S. (2010). E-government and civic engagement: How is citizens' use of city web sites related with civic involvement and political behaviors? Journal of Broadcasting & Electronic Media, 54(3), 443-462.
  • Kania, J., & Kramer, M. (2011). Collective Impact. Stanford Social Innovation Review, 9(1), 36–41.
  • Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Press.
  • Kapucu, N. (2006). Interagency communication networks during emergencies: Boundary spanners in multiagency coordination. The American Review of Public Administration, 36(2), 207-225.
  • Keck, M. E., & Sikkink, K. (1998). Activists Beyond Borders: Advocacy Networks in International Politics. Cornell University Press.
  • Khang, D. B., & Moe, T. L. (2008). Success Criteria and Factors for International Development Projects: A Life‐Cycle‐Based Framework. Project Management Journal, 39(1), 72–84.
  • Kochanek, S. A. (2020). India’s Democracy: An Analysis of Changing State-Society Relations. Asian Survey, 60(1), 12–28.
  • Kumar, S. (2020). India's FCRA Amendment Bill: Implications for NGOs. Economic and Political Weekly, 55(43), 7–8.
  • Lee, C., & Nowell, B. (2015). A framework for assessing the performance of nonprofit organizations. American Journal of Evaluation, 36(3), 299-319.
  • Lewis, D. (2014). Non-Governmental Organizations, Management and Development (3rd ed.). Routledge.
  • Lewis, D., & Kanji, N. (2009). Non-governmental organizations and development. Routledge.
  • Liket, K. C., & Maas, K. E. (2015). Nonprofit organizational effectiveness: Analysis of best practices. Nonprofit and Voluntary Sector Quarterly, 44(2), 268-296.
  • Martens, K. (2002). Mission Impossible? Defining Nongovernmental Organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 13(3), 271–285.
  • Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57(5), 339-343.
  • McCoy, D., Chand, S., & Sridhar, D. (2009). Global Health Funding: How Much, Where It Comes from and Where It Goes. Health Policy and Planning, 24(6), 407–417.
  • Mitchell, G. E., & Schmitz, H. P. (2019). The Nexus of Performance Assessment and Accountability in Nonprofit Organizations. Nonprofit Policy Forum, 10(2), 1–17. https://doi.org/10.1515/npf-2018-0050
  • Mullins, L. J. (2016). Management and Organisational Behaviour (11th ed.). Pearson Education.
  • Nonprofit Tech for Good. (2019). Global NGO technology report. Retrieved from https://techreport.ngo/
  • OECD. (2015). OECD guidelines on corporate governance of state-owned enterprises. OECD Publishing.
  • OECD. (2019). Social Impact Investment 2019: The Impact Imperative for Sustainable Development. OECD Publishing.
  • OECD. (2020). Development Aid at a Glance Statistics by Region. Retrieved from https://www.oecd.org/dac/financing-sustainable-development/development-finance-data/aid-at-a-glance.htm
  • Oreg, S., Vakola, M., & Armenakis, A. (2011). Change Recipients’ Reactions to Organizational Change: A 60-Year Review of Quantitative Studies. The Journal of Applied Behavioral Science, 47(4), 461–524.
  • Oxfam International. (2021). Governance. Retrieved from https://www.oxfam.org/en/what-we-do/about/governance
  • Oxfam. (2018). Transforming Oxfam for the Future: Our Strategic Plan. Oxfam International.
  • Pfeffer, J., & Salancik, G. R. (1978). The External Control of Organizations: A Resource Dependence Perspective. Harper & Row.
  • Provan, K. G., & Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229-252.
  • Putnam, R. D. (2000). Bowling Alone: The Collapse and Revival of American Community. Simon & Schuster.
  • Redfield, P. (2013). Life in Crisis: The Ethical Journey of Doctors Without Borders. University of California Press.
  • Salamon, L. M. (2010). The changing context of nonprofit leadership and management. In D. O. Renz (Ed.), The Jossey-Bass handbook of nonprofit leadership and management (3rd ed., pp. 77-100). Jossey-Bass.
  • Salamon, L. M., & Anheier, H. K. (1997). Defining the Nonprofit Sector: A Cross-national Analysis. Manchester University Press.
  • Salamon, L. M., Sokolowski, S. W., & Haddock, M. A. (2017). Explaining Civil Society Development: A Social Origins Approach. Johns Hopkins University Press.
  • Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
  • Scott, W. R., & Davis, G. F. (2016). Organizations and Organizing: Rational, Natural and Open Systems Perspectives (2nd ed.). Routledge.
  • Simpson, G., & Taylor, J. R. (2013). Corporate governance, ethics and CSR. Kogan Page Publishers.
  • Smith, J., & Clark, C. (2019). Leadership Transitions and Organisational Sustainability in NGOs. Journal of Nonprofit Management, 23(2), 45–62.
  • Smith, S. R. (2010). Nonprofit organizations and government: Implication for policy and practice. Journal of Policy Analysis and Management, 29(3), 621-644.
  • Tocqueville, A. D. (2000). Democracy in America (H. C. Mansfield & D. Winthrop, Trans.). Chicago, IL: University of Chicago Press.
  • Tocqueville, A. de. (2003). Democracy in America (G. Bevan, Trans.). Penguin Classics.
  • Tocqueville, A. D. (2012). Democracy in America (E. Nolla, Ed.; J. T. Schleifer, Trans.; 2 cilt). Indianapolis, IN: Liberty Fund.
  • United Nations. (2003). An Introduction to Non-Governmental Organizations (NGO) Management. United Nations Joint Inspection Unit.
  • Vakil, A. C. (1997). Confronting the Classification Problem: Toward a Taxonomy of NGOs. World Development, 25(12), 2057–2070. https://doi.org/10.1016/S0305-750X(97)00098-3
  • Vakil, A. C. (1997). Confronting the Classification Problem: Toward a Taxonomy of NGOs. World Development, 25(12), 2057–2070.
  • Weerawardena, J., McDonald, R. E., & Mort, G. S. (2010). Sustainability of nonprofit organizations: An empirical investigation. Journal of World Business, 45(4), 346-356.
  • Wenger, E., McDermott, R., & Snyder, W. (2002). Cultivating communities of practice: A guide to managing knowledge. Harvard Business Press.
  • Westerman, G., Bonnet, D., & McAfee, A. (2011). The digital advantage: How digital leaders outperform their peers in every industry. MIT Sloan Management.
  • World Bank. (2020). Non-governmental Organizations (NGOs). Retrieved from https://www.worldbank.org/en/about/partners/ngos
  • World Economic Forum. (2020). The Future of Civil Society. Retrieved from https://www.weforum.org/reports/the-future-of-civil-society
  • Young, D. R. (2020). The Digitalization of NGOs: Trends and Challenges. Journal of Nonprofit Education and Leadership, 10(4), 357–372.
  • Young, J. (2020). Digital transformation in NGOs: Rethinking service delivery models. Information Technology & People, 33(2), 602-623.
  • Yaylı, H., & Avan. S., (2017). A Study On The Effects Of Housing Policies On Housing Cooperation In Turkey And The Role Of Housing Cooperation On Housing Production, Third Sector Social Economic Review,2017,52rd Special edition, 358-385.
  • Yunus, M. (2007). Creating a world without poverty: Social business and the future of capitalism. PublicAffairs.
  • Zietlow, J. T., Hankin, J. A., & Seidner, A. G. (2018). Financial management for nonprofit organizations: Policies and practices (3rd ed.). John Wiley & Sons.
Toplam 94 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Kamu Yönetimi
Bölüm Ana Bölüm
Yazarlar

Hasan Akay 0000-0002-9531-4875

Yasin Can Gönültaş 0000-0002-2267-0465

Hasan Kaya 0000-0003-1836-1501

Erken Görünüm Tarihi 10 Ağustos 2025
Yayımlanma Tarihi 18 Ağustos 2025
Gönderilme Tarihi 10 Mart 2025
Kabul Tarihi 17 Temmuz 2025
Yayımlandığı Sayı Yıl 2025 Cilt: 27 Sayı: 2

Kaynak Göster

APA Akay, H., Gönültaş, Y. C., & Kaya, H. (2025). Rethinking Non-Governmental Organizations: The Changing Dynamics Affecting NGOs. Ankara Hacı Bayram Veli Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 27(2), 587-620. https://doi.org/10.26745/ahbvuibfd.1654892