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The Planned Close of an NGO: Evidence for a New Organizational Form?

Abstract  

This article examines a human rights NGO that ceased operations after only 8 years. A voluntary and planned end, this case
raises the possibility of a new form, the time-bound organization. Through a series of interviews with staff, board members,
the founder, and key external stakeholders, this study examines the nonprofit’s leadership, time-bound structure, strategic
approach, and wind-down process. Drawing on the lessons of this case, this article identifies benefits and challenges of the
time-bound organization form. A range of voluntary organizations could learn from this example and consider the form, including
nonprofits experiencing a leadership transition, facing environmental threats, or considering a structural change such as
a merger.

  • Content Type Journal Article
  • Pages 1-14
  • DOI 10.1007/s11266-012-9300-2
  • Authors
    • David Berlan, Campbell Public Affairs Institute, 306 Eggers Hall, Maxwell School of Citizenship and Public Affairs, Syracuse University, Syracuse, NY 13244, USA
    • Tosca Bruno-van Vijfeijken, Education and Practitioner Engagement, Transnational NGO Initiative, Moynihan Institute of Global Affairs, Eggers Hall Room 346J, Maxwell School of Citizenship and Public Affairs, Syracuse University, Syracuse, NY, USA
    • Journal Voluntas: International Journal of Voluntary and Nonprofit Organizations
    • Online ISSN 1573-7888
    • Print ISSN 0957-8765
Posted in: Journal Article Abstracts on 07/08/2012 | Link to this post on IFP |
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