The balancing forward theory of nongovernmental organizational transition in sub-Saharan Africa.

摘要

This research study explored the factors that affect a nongovernmental organization's transition efforts and developed a substantive grounded theory of nongovernmental organizational transition in the multicultural setting of developing West African nations. This research study asked: What internal and external contextual factors affect an international nongovernmental organizational transition and how are the interrelationships of these contextual factors integrated into useful organizational change efforts? The study focused specifically on multicultural settings and on collaboration between international and national NGOs. The study used classic grounded theory. The Balancing Forward Theory that emerged groups factors affecting NGO transition into the following categories: (a) acting on mission and in relationship, (b) visioning alternative futures, (c) weighing context, (d) valuing stag (e) building capacity, (f) partnering, (g) planning strategically, and (h) using material resources. The central linking process integrating these factors is balancing forward. This core concept of balancing forward represents the dual needs of an NGO to weigh and balance the multivariate factors affecting the organization and to maintain a forward momentum toward an envisioned future. This study indicates that: (a) responsiveness to national and local conditions is optimal in NGO transitions; (b) constant evaluation and adjustment are part of NGO transitions; (c) effective strategic planning must be flexible, adaptive, and reviewable; (d) maintaining a central mission and acting in relationship between partnering international and national NGOs in Africa form a direct and inseparable link; and (e) international and national NGOs need to collaborate in ways that are characterized by mutuality and synergy to create new "best practices."