Abstract
AbstractIssues of the effectiveness of international nongovernmental organizations (NGOs) are becoming critical among a claim that cultural sensitivity to people's needs and the appropriateness of interventions is a competitive advantage of the sector. Here, the cross‐cultural management agenda is set out, particularly in terms of the transferability or appropriateness of management knowledge and development interventions. Research propositions are presented that, if supported through future empirical findings, suggest cultural hybridization is a process that can be managed through greater stakeholder involvement, leading to greater appropriateness as well as effectiveness of international NGOs.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
