Choosing the lesser evil : selecting humanitarian aid projects -- Filling a void in NGO research : understanding diversity in NGO behavior -- Opening the black box of internal NGO dynamics : an organizational decision-making perspective -- Towards the reality of humanitarian aid provision : three sketches of NGO behavior -- Traces of the administrative organization : MSF's organizational features -- Consequentionality in aid provision : MSF's dominant decision-making pattern -- Disagreement, commitment, and constraints : MSF's secondary decision-making patterns -- From consequential to garbage can decision-making : two examples of MSF aid provision to Africa -- The opposite of the administrative organization : ACT Netherlands' organizational features -- Working with 'the family' : ACT's dominant decision-making pattern -- Working outside 'the family' : ACT's secondary decision-making patterns -- Decision-making dynamics in MSF and ACT : comparison and discussion of research results -- A look beyond the horizon : identifying steps towards theoretical generalization -- Complexity reduction through decision-making : intended and unintended consequences in humanitarian aid
Summary
How do non-governmental humanitarian aid organizations initiate, terminate and extend their project activities? Liesbet Heyse opens up the black box of NGO operations, providing an empirical account of organizational decision making amongst this increasingly important group of actors
Bibliography
Includes bibliographical references (pages 221-230) and indexes
