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The Planned Close of an NGO: Evidence for a New Organizational Form?

Article

Abstract

This article examines a human rights NGO that ceased operations after only 8 years. A voluntary and planned end, this case raises the possibility of a new form, the time-bound organization. Through a series of interviews with staff, board members, the founder, and key external stakeholders, this study examines the nonprofit’s leadership, time-bound structure, strategic approach, and wind-down process. Drawing on the lessons of this case, this article identifies benefits and challenges of the time-bound organization form. A range of voluntary organizations could learn from this example and consider the form, including nonprofits experiencing a leadership transition, facing environmental threats, or considering a structural change such as a merger.

Keywords

NGOs Human rights Leadership Organizational change Temporary organizations 

Resume

Cet article examine une ONG des droits de l’homme ayant interrompu ses opérations après seulement huit ans. Ce cas, avec sa fin volontaire et planifiée, ouvre la possibilité d’une forme nouvelle, à savoir l’organisation limitée dans le temps. Au moyen d’une série d’entretiens avec le personnel, les membres du conseil d’administration, le fondateur et des parties prenantes externes clés, cet article examine le leadership d’une organisation sans but lucratif, la structure de durée limitée, l’approche stratégique, et le processus de liquidation. S’inspirant des leçons de ce cas, l’article identifie les bénéfices et les défis de la forme d’organisation limitée dans le temps. Une série d’organisations bénévoles pourraient apprendre de cet exemple et envisager cette forme, y compris les organisations sans but lucratif confrontées à une transition de leadership, à des menaces environnementales ou envisageant une modification structurelle telle qu’une fusion.

Zusammenfassung

Der vorliegende Beitrag untersucht eine nicht-staatliche Menschenrechtsorganisation, die ihre Arbeit nach nur acht Jahren eingestellt hat. Dieses Beispiel einer freiwilligen und geplanten Beendigung zeigt die Möglichkeit einer neuen Organisationsform, die zeitlich begrenzte Organisation. Der Beitrag untersucht mittels einer Reihe von Befragungen der Mitarbeiter, der Vorstandsmitglieder, des Gründers und wichtiger externer Stakeholder die Führung, die zeitlich begrenzte Struktur, den strategischen Ansatz und den Auflösungsprozess der Nonprofit-Organisation. Ausgehend von den gelernten Lektionen aus diesem Fall stellt der Beitrag die Vorteile und Probleme der zeitlich begrenzten Organisationsform heraus. Eine Reihe von ehrenamtlichen Organisationen könnte an dem Beispiel lernen und diese Form in Betracht ziehen, einschließlich Nonprofit-Organisationen, die einen Führungswechsel durchmachen, mit Umweltbedrohungen konfrontiert werden oder eine strukturelle Änderung, wie beispielsweise eine Fusion, erwägen.

Resumen

Este documento examina una ONG de derechos humanos que cesó sus operaciones después de sólo ocho años. Un final voluntario y planificado, este caso plantea la posibilidad de una nueva forma, la organización limitada en el tiempo. Mediante una serie de entrevistas con el personal, los miembros del consejo, el fundador, y partes interesadas externas claves, este documento examina el liderazgo de las organizaciones sin ánimo de lucro, la estructura limitada en el tiempo, el enfoque estratégico y el proceso de disolución. Extrayendo lecciones de este caso, el presente documento identifica los beneficios y retos de la forma de organización limitada en el tiempo. Una serie de organizaciones voluntarias podrían aprender de este ejemplo y considerar esta forma, incluidas las organizaciones sin ánimo de lucro que experimentan una transición de liderazgo, las que se enfrentan a amenazas medioambientales o las que consideran un cambio estructural, como una fusión.

Chinese中文

本文考察了一个仅运营八年就终结的人权组织。这个自发而起、自主而终的案例表明了一种新的组织模式——时限性组织。通过对前组织员工、董事会成员、创始人以及外部主要利益关系人的一系列采访,本文考察了这个非营利性组织的领导层、时限性结构、战略取向和终结流程。以此案例为鉴,本文梳理了时限性组织模式的利弊。此例的经验和模式对于多数志愿组织都具有普适性,包括非营利性组织的领导换届、环境威胁的应对或通过合并进行结构改革等。

Japanese

本論文ではわずか8年で活動を停止した人権NGOを調査する。自発的に計画運営したにもかかわらず停止したこのようなケースは、新形態の時間枠を設定した組織であるが、スタッフ、メンバー、設立者、主要な外部の利害関係者のインタビューを用いて、非営利団体のリーダー、時間の枠組み、戦略アプローチ、段階的縮小の過程を分析する。このケースの教訓を利用して、本論文では時間の枠組みにおける構造組織における利益と問題点を特定化する。また環境脅威に直面したり合弁などの構造変化を考える場合、非営利団体におけるリーダーの交代を含む様々なボランティア団体をこの事例から学んで構造を考察することができる。

Arabic

يفحص هذا البحث حقوق الإنسان للمنظمات الغير حكومية (NGO) التي أوقفت عملياتها بعد ثماني سنوات فقط. نهاية تطوعية ونهاية مخطط لها، هذه الحالة تثير إحتمال وجود شكل جديد، تنظيم زمني محدد. من خلال سلسلة من المقابلات مع الموظفين، أعضاء مجلس الإدارة، المؤسس، وأصحاب المصلحة الخارجيين الرئيسيين، يفحص هذا البحث القيادة الغير ربحية، هيكل محدد زمنيا˝، نهج إستراتيجي، وتقليص الإجراء. إستناد˝ إلى الدروس المستفادة من هذه الحالة، فإن هذا البحث يحدد الفوائد والتحديات في شكل تنظيم زمني محدد. يمكن لمجموعة من المنظمات التطوعية أن تتعلم من هذا المثال والنظر في شكل من الأشكال، بما في ذلك المنظمات الغير ربحية التي تعاني من إنتقال القيادة، التي تواجه تهديدات بيئية، أو تفكر في تغيير هيكلي مثل الإندماج.

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Copyright information

© International Society for Third-Sector Research and The John's Hopkins University 2012

Authors and Affiliations

  1. 1.Campbell Public Affairs Institute, 306 Eggers Hall, Maxwell School of Citizenship and Public AffairsSyracuse UniversitySyracuseUSA
  2. 2.Education and Practitioner Engagement, Transnational NGO Initiative, Moynihan Institute of Global Affairs, Eggers Hall Room 346J, Maxwell School of Citizenship and Public AffairsSyracuse UniversitySyracuseUSA

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