Chapter 9 Hybridisation in Non-Profit Organisations in Southern Africa

Purpose – This chapter contributes to the growing debate on the diffusion of managerialist modes of thinking across third-sector organisations. It offers an analysis into the power dynamics at play in the emergence of hybrid management systems (HMSs) by looking at the management practices in non-profit organisations (NPOs) active in combating HIV/AIDS in South Africa.Design/methodology/approach – In-depth semi-structured interviews were conducted with donor organisations and big non-governmental organisations (NGOs) based in the Northern hemisphere, and with managers and team leaders in South African NGOs. Taking a postcolonial perspective, the HMSs resulting from the encounter at the ‘glocal’ interface are investigated.Findings – The data indicate that the power dynamics shaping the process of hybridisation work through three intertwined circuits of power: the managerialist discourse, the ‘rules of practice’ emanating from that discourse and episodic power relations at the level of interactions.Research limitations/implications – As is the case with most qualitative research, care must be taken in generalising the findings of this research beyond the organisations participating in this study. At a theoretical level, the implications of this chapter are its contributions to three sets of literature that rarely interact: NPO management, international and cross-cultural management (ICCM) and critical management studies (CMS). At the level of organisational praxis, the findings have potential impact in terms of developing innovative ways of managing NPOs.Originality/value – The originality and value of this chapter lies in its application of postcolonial theory to understanding hybridisation processes shaping management ideas and practices in South African NPOs

Originality · Political science · Praxis · Public relations · Qualitative research · Social science · Sociology · Global and Cross-Cultural Management · Management and Organizational Studies · Nonprofit Sector and Volunteering

• The Multinational Corporation as a Third Space

  Michal Frenkel•Academy of Management Review•2008

  Añadir item

• Building competitive advantage from ubuntu

  Mzamo P Mangaliso•Academy of Management Perspectives•2001

  Añadir item

• The iron cage revisited institutional isomorphism and collective rationality in organizational fields

  P Dimaggio, Paul J Dimaggio et al.•Economics meets sociology in…•2004

  Añadir item

• Discipline and Punish

  Michel Foucault, Simon Prebble•Surveiller et punir•2019

  Añadir item

• The Discovery of Grounded Theory

  Barney G Glaser, Anselm L Strauss•Discovery of Grounded Theory•2017

  Añadir item

• NGOs and Organizational Change

  Gaby Ramia•Public Management Review•2007

  Añadir item

• Theorizing the organization and management of non-governmental development organizations

  David Lewis•Public Management Review•2003

  Añadir item

• NGOs and the globalization of managerialism

  Open Access•Susan M Robert, Susan M Roberts et al.•World Development•2005

  Añadir item

• The Transfer of Ubuntu and Indaba Business Models Abroad

  Open Access•Aloysius Newenham‐Kahindi, Aloysius Newenham-Kahindi•International Journal of Cross…•2009

  Añadir item

• Foundations of organization power

  Stewart Clegg•Journal of Power•2009

  Añadir item

• The Iron Cage Revisited

  P Dimaggio, Paul J Dimaggio et al.•American Sociological Review•1983

  Añadir item

• Successful or not? Evidence, emergence, and development management

  Chris Mowles•Development in Practice•2010

  Añadir item