Changing Accountabilities—Children’s Hope Foundation

  • Jude Howell
  • Xiaoyuan Shang
  • Karen R. Fisher
Chapter

Abstract

Chapter six examines the case of Children’s Hope Foundation in Shandong province, and its complex relations with the semi-governmental Association B, from which it eventually separated to establish an independent non-governmental foundation. This process of separation provided an ideal lens through which to observe first, the process by which the organisation built a stock of accountability capital as a second-order form of accountability, and second, how Children’s Hope Foundation prioritised financial and organisational accountability over user accountability. It also illustrated well how changes in the external context and institution change in the state created opportunities for the organisation to become a foundation.

Keywords

Foundation NGO Association Accountability capital Hierarchies of accountability Context 

References

  1. Ma, L., & Cao, J. (2014). Policy support for growth of grassroots social organisations: A resource dependence perspective. Journal of Shanghai Administration Institute, 15(6), 71–76.Google Scholar
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  3. Shang, X., & Fisher, K. R. (2014). Caring for Orphaned Children in China. Lanham: Lexington Books.Google Scholar
  4. Wang, J. (2008). The mechanism of interactions between Zhejiang government and civil society organisations: Analysis of resource dependence theory. Zhejiang Social Sciences, 9, 31–37.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Jude Howell
    • 1
  • Xiaoyuan Shang
    • 2
  • Karen R. Fisher
    • 3
  1. 1.Department of International DevelopmentLondon School of Economics and Political ScienceLondonUK
  2. 2.Social Policy Research CentreUniversity of New South WalesSydneyAustralia
  3. 3.Social Policy Research CentreUniversity of New South WalesSydneyAustralia

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