Abstract
This paper argues that strategic management of a public interest organization not only needs to be aimed at the interests it represents, but it also has to incorporate the organization's internal workings. The functioning of a public interest organization is seen to suffer from a primary dilemma of membership and influence and a secondary dilemma of representation and control. If these dilemmas are not handled adequately, the public interest organization will suffer from a vicious circle of contradiction and conflict, eventually threatening the organization's long-term viability. A case study is elaborated to empirically underpin this proposition.
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Pijl, K.v.d., Sminia, H. Strategic Management of Public Interest Organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 15, 137–155 (2004). https://doi.org/10.1023/B:VOLU.0000033178.54004.e9
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DOI: https://doi.org/10.1023/B:VOLU.0000033178.54004.e9