INGO Organisation and Strategy

Abstract

In the previous chapters, we have seen how INGOs engage with their publics and how the cosmopolitan values they are based on lead to an ambivalence in how they work to become agents of change. An ambivalent cosmopolitanism stems from both the ways that publics view INGOs — that is to say the ways that the relationships between ‘developed’ and ‘developing’ have been constructed (partial responsibility for which belongs to INGOs) — and, as I will argue in this chapter, how INGOs are organised. Thus, to some degree, how INGOs comprehend change and change potential, together with how they are internally structured and develop their business models, affect not only the ways that they engage with publics, but also the work that they are capable of carrying out to affect long-term structural change.