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The strategies that bind: NGO coalitions and their influence

Yanacopulos, Helen (2005). The strategies that bind: NGO coalitions and their influence. Global Networks, 5(1) pp. 93–110.

DOI (Digital Object Identifier) Link: http://dx.doi.org/10.1111/j.1471-0374.2005.00109.x
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Abstract

This article examines NGOs as strategic organizations that form coalitions in order to influence other actors, particularly international financial institutions. It has three primary aims: to examine NGOs as strategic organizations; to look at a particular type of NGO network,the coalition, which unlike a network involves more alue and commitment; and to assess the factors that ontribute to their strategies such as changes to the NGO environment. To do this, the resource dependency perspective is utilized to evaluate the influence of various resources (funding, legitimacy and information) on NGOs’ organizational strategy. Oxfam International, the NGO Working Group on the World Bank, and the Bretton Woods Project are three NGO coalitions examined. I conclude that there are differences between NGO networks and coalitions and that the coalitions strategically act and react to changing resources in their environments.

Item Type: Journal Article
ISSN: 1470-2266
Keywords: NGOs; networks; coalitions; transnational advocacy networks; strategy; resource dependency perspective; influence; funding; legitimacy
Academic Unit/Department: Mathematics, Computing and Technology > Engineering & Innovation
Interdisciplinary Research Centre: Centre for Citizenship, Identities and Governance (CCIG)
OpenSpace Research Centre (OSRC)
Innovation, Knowledge & Development research centre (IKD)
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Item ID: 5043
Depositing User: Helen Yanacopulos
Date Deposited: 21 Jul 2006
Last Modified: 02 Dec 2010 19:53
URI: http://oro.open.ac.uk/id/eprint/5043
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