Abstract
This paper presents a case study and analysis of Co-operation Ireland, a nonprofit cross-border peace and reconciliation organization. The case description traces the interplay between the organization's development and its operating environment. Three broad, overlapping periods of relationships with different constituencies are identified. The requirements of managing these relationships and their impact on organizational development are highlighted. The pattern of financing of the organization is examined to identify critical, legitimizing relationships. Resource dependence and institutional theory are utilized to analyze the bases for legitimation of the organization over time. It is proposed that nonprofit organizations without independent resources are particularly sensitive to environmental constraints.
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O'Regan, A. Contexts and Constraints for NPOs: The Case of Co-operation Ireland. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 12, 239–256 (2001). https://doi.org/10.1023/A:1012391301236
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DOI: https://doi.org/10.1023/A:1012391301236