Influence of online transparency on efficiency. Analysis of spanish NGDOs

This study examines (a) whether nongovernmental development organizations (NGDOs) disseminate relevant information for their stakeholders through their web pages, information that after being reviewed and evaluated by external organizations such as the Spanish Coordinator of Development NGO or Lealtad Foundation, allowed these NGDOs to obtain a seal of transparency and (b) whether their level of transparency influences efficiency. To determine online transparency, web pages of seal-approved NGDOs were reviewed to assess the availability of relevant information. This paper uses data envelopment analysis to assess the efficiency using an input orientation. To determine the influence of online transparency on efficiency, an ordinary least squares regression was used. Results show that while increased transparency has a significant effect on efficiency, the level of information disclosure of NGDOs through their web pages has considerable room for improvement. Improved transparency leads to best practices and increased competition in obtaining financing and support from society. To improve transparency in the nonprofit sector, external organizations have created a series of seals to certify that an organization complies with the basic principles of transparency. In addition, new technologies make it easier for organizations to disseminate information quickly and economically. This article contributes to the literature regarding web use of NGDOs to disclose relevant information and analyzing the influence of online transparency on organizational efficiency.

Market Orientation in NGDOs: Construction of a Scale Focused on Their Stakeholders

Nongovernmental development organizations (NGDOs) have traditionally enjoyed notable recognition and visibility within the field of nonprofit organizations. However, the situation of this sector is problematic in its need to respond to various threats whether programmatic, financial, or of social legitimacy. This study poses as a hypothesis that market orientation, as a management philosophy which many NGDOs could adopt, may be fundamental for them to deal successfully with the challenges they face. An analysis of the literature on market orientation in the nonprofit sector showed that the existing models of market orientation did not adequately capture NGDOs’ real working context, thus recommending a broader market approach based on proposals oriented to the stakeholder and to social aspects. For this reason, the objective of the study was to create a scale of market orientation adapted to the reality of the work of NGDOs. Analysis of a sample of 104 Spanish entities allowed an eight-factor market orientation scale for NGDOs to be created and validated, which reached optimal values of reliability and validity.

Beyond Charity: Helping NGOs Lead a Transformative New Public Discourse on Global Poverty and Social Justice

Nongovernmental development organizations in the global North have a mission-critical blind spot: collectively, they are unequipped to intentionally bring about the kind of long-term change in social norms, attitudes, and beliefs in their home countries that their missions and their standard rhetoric demand. They long ago lost control of the media and public narratives around global development, if indeed they ever had it, and have instead been locked in a toxic and inaccurate paradigm, described through an increasingly outmoded core “charity” story that is unrepresentative of the reality of global development and that restricts their appeal to the public. Of the many reasons for this, one is examined in detail here: a disconnect with the latest learning from a range of academic disciplines, which leads to overreliance on consumer marketing approaches to communication and campaigning that are unsuited to the long-term and transformative tasks the NGOs set themselves. This paper looks to explore one diagnosis on public attitudes that such a connection would likely highlight; outline some of the key beliefs and assumptions that sustain the status quo; and suggest how academics, through a group such as Academics Stand Against Poverty, can help to start remedying the situation.

Organizational Learning in Housing Sector Nongovernmental Development Organizations: Recommendations for Enhancing Development Effectiveness

Despite sizable investment over the last forty years to improve housing conditions and quality of life in substandard settlements, success has been elusive. Meeting the United Nation’s Millennium Development Goal of achieving significant improvement in the lives of at least 100 million slum dwellers by 2020 seems unlikely given recent projections. The 2006 report of the United Nations Human Settlements Programme indicates that nearly one billion people live in slums, with that number predicted to double by 2030. Given the current debate on U.S. foreign assistance reform and serious questions about the effectiveness of development aid, it is more important than ever to candidly examine initiatives to improve slums and the lives of slum dwellers and to grapple with the question of why existing funding levels and good intentions have not resulted in the hoped-for improvements in the lives of the world’s most poor. The U.S. Agency for International Development, the U.S. Department of State and other donors of official U.S. foreign aid channel significant development assistance through nongovernmental development organizations (NGDO). NGDOs that choose to accept government funds are impacted by U.S. development policy, and the effectiveness of U.S. development assistance is deeply impacted by the quality of NGDOs’ work. Given the reality that housing interventions have grossly inadequately addressed the housing crisis in developing countries, the ability of NGDOs to learn from the past and adapt their approach for the future is of pressing importance to meet the need for adequate housing and to meet other global challenges. This paper examines factors that hinder the ability of NGDOs working on slum issues to learn from the past, especially those related to NGDO success at organizational learning. Key lessons learned are examined and recommendations are proposed to enhance the ability of NGDOs to learn and thus better serve the needs of their focus population.