Learning Under Authoritarianism: Strategic Adaptations Within International Foundations and NGOs in China

Abstract

Within the field of international relations, scholarship supports the notion that international non-governmental organizations (INGOs) and foundations, as a part of transnational civil society, influence state policy and behaviors, while the causal effects of state influence on INGOs is less researched. By contrast, the co-constitutive roles of states and INGOs are well established in third-sector research. Seeking to extend these literatures and bring them into conversation more with one another, this article explores the process of state influence on INGOs and foundations in the context of China, a strong, resiliently authoritarian state. We argue that three strategic adaptations by INGOs emerge as a pragmatic response to operating within China’s authoritarian institutions, such as (1) learning to focus mostly on policymakers rather than citizens, (2) collaboration with local governments on policy experimentation as the primary advocacy method, and (3) the adoption of strategies to hedge against potential risks of operating without a protected legal status, such as only collaborating with the grassroots NGOs properly registered with state authorities. In some cases, these adaptations catalyzed larger organizational changes. Our findings indicate that socialization processes can affect both INGOs and states, and thus serve to highlight the difficult trade-offs faced by INGOs engaging strong authoritarian governments such as China. Further, they suggest that, in a world of seemingly resurgent authoritarian governance, restricting legal and policy space for INGOs may be moot, since INGOs working inside these states are influenced to comply with domestic rules, norms, and practices.