The New Conflict Managers: Peacebuilding NGOs and State Agendas

  • Loramy Conradi Gerstbauer


The number of nongovernmental organizations (NGOs) of all types, including international, domestic, development, human rights, has dramatically increased in the last decades. Of this overall trend, Lester Salamon exults: “a veritable associational revolution now seems underway at the global level that may constitute as significant a social and political development of the latter twentieth century as the rise of the nation state was of the nineteenth century.”1 As this chapter will explore below, there are multiple explanations for this trend. Insofar as this growth of NGOs may be pegged to changes in the behavior of nation-states, one might argue that NGOs have taken on functions that states have failed at or are ill-suited to manage. Alternatively, it can be argued that states are purposefully, particularly through financing, encouraging NGOs to take on certain responsibilities when it is in the interest of those states not to become directly involved.


Conflict Manager Nongovernmental Organization Global Governance Conflict Zone Humanitarian Relief 
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    Lester Salamon, The Global Associational Revolution: The Rise of the Third Sector on the World Scene, Occasional Paper 15 (Baltimore, MD: The Johns Hopkins University Institute for Policy Studies, 1993), 1. There were 176 international NGOs in 1909 and 28,900 by 1993. See Commission on Global Governance, Our Common Neighborhood: The Report of the Commission on Global Governance (Oxford: Oxford University Press, 1995). Statistics for growth of domestic NGOs can also be found in Thomas G. Weiss and Leon Gordenker, eds. NGOs, the UN, and Global Governance (Boulder, CO: Lynne Rienner, 1996).Google Scholar
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© Elke Krahmann 2005

Authors and Affiliations

  • Loramy Conradi Gerstbauer

There are no affiliations available

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