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.
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