Abstract
AbstractNon‐profit organisations (NPOs) are being pushed to become ‘more business‐like’, reflecting global discourse on ‘aid effectiveness’, which is underpinned by managerialist modes of thinking that may be inappropriate to local contexts. We examined the nature of the tendency towards institutional isomorphism empirically investigating this with 14 NPOs in South Africa's Eastern Cape, using a conceptual framework derived from institutional theory. This suggests that institutional isomorphism is shaping management in NPOs. However, this theory seems inadequate in explaining resistance to these forces. We go on to explain the limitations of using a purely institutionalist lens and suggest how the integration of postcolonial theory may benefit further research. Copyright © 2012 John Wiley & Sons, Ltd.
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