ABSTRACT
This chapter defines principles behind issues management theories, explores case studies from the non-profit sector and suggests a new approach that challenges the dominant corporate-centric theories and is more appropriate for non-profit organizations. Most issues management models focus on the management of issues by business and are characterised by their focus on organization and its reputation, rather than on the issue itself. They also tend to conceptualise non-governmental organizations (NGO) activities as a risk to business, as an issue to be managed, rather than as activities that proactively address societal issues. The root of issues management in the desire of companies to resist NGO challenges to their policies and practice has a deeper impact than just creating a vacuum in theory for the non-profit Public Relations strategist. They also create issues that NGOs need to manage. The origins of issues management lead the literature to foreground either conflict or organizational interests. However, non-profits are not restricted by these defensive origins.
