ABSTRACT
In the previous chapter, I discussed how non-profit organizations (NGOs) as third sector organizations have distinct characteristics, which set management challenges in these organizations apart from those in government organizations and the marketplace. I also discussed how, under influence of changes in the political economy, third sector organizations and development NGOs are becoming more business-like. This transfer of tools and techniques from the corporate world to the non-profit sector raises questions with regard to the cultural appropriateness of the transferred knowledge and practices. Therefore, I argued for a greater incorporation of insights from international and cross-cultural management (ICCM) in development NGO management theory.
