Abstract
Summary Over $100 million of Canadian overseas development assistance (ODA) is channeled through international non-governmental organizations (INGOs) ( CIDA, 2006 ). Although INGOs appear to be successful at circumventing many challenges in international development ( Sachs, 2007 ), empirical research attesting to their international human resource management (IHRM) challenges is sparse, particularly in regard to secular, Northern INGOs. This paper responds by investigating the IHRM challenges facing Canadian INGOs as they implement ODA-funded projects in the field, and by exploring how such challenges may vary in different types of INGOs. The methodology involved semistructured interviews with 31 managers in three different Canadian development INGOs. Practical and theoretical implications are discussed.
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