At the outset, the reader should be aware of the difficulties of making generalisations about the management of case-study institutions. In empirical terms this is problematic because of the vast range and great variations in management features of these cases. These difficulties are compounded by the fact that an element of enhancing performance in a number of our case-studies is the generation of an ‘organisational myth’ involving the systematic talking-up, both internally and externally, of what the organisation is achieving. While an organisational myth helps to motivate staff and sets a favourable environment for negotiating with other organisations (especially donors), it tends to obscure the nature of, and relationships between, practice and performance. Within our examples the Grameen Bank and BRAC have developed the most significant ‘myths’ about their practices and performance.2