Abstract
The need for international development NGOs to reinvent themselves in light of contextual changes and increasing challenges has been brought forward with increasing vigour. In-depth empirical research on the topic has remained scarce. This study contributes to the small number of in-depth empirical studies on international development NGOs by analysing the change process undertaken by one of the largest Dutch development NGOs (ICCO) in the period 2004–2010. By adding a specific focus on the changes in ICCO’s beliefs, values and accompanying practices, it shows that ICCO’s change process, while appearing to be a major overhaul, in many respects turned out to be a continuation of the existing organisational philosophy. The study not only shows the importance of culture in processes of organisational change, but particularly of cultural continuity.
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