Information Systems and NonGovernmental Development Organizations: Advocacy, Organisational Learning, and Accountability Export

@article{citeulike:2137613, author = {Lewis, David and Madon, Shirin}, citeulike-article-id = {2137613}, comment = {Argues that features of the NGO sector warrant special attention. Definition of NGO as "self-governing, private, not-for-profit organizations that are geared to improving the quality of life for disadvantaged people" (Vakil, 1997) Contains some statistics on size and growth of the NGO sector. Argues that NGOs suffer from too much accountability upwards, not enough downwards. Argues the in development NGOs have limited capacity to learn (ref to Fowler 1997 for that). Monitoring and management of work in NGOs is generally weak. There is also a defensiveness that can result in reluctance to undertake research that might challenge existing assumptions and values. NGOs are often reluctant to confront less successful activities and initiatives, thus reducing organisational learning. A case study of a Bangladeshi NGO is used to illustrate the problem.}, journal = {The Information Society}, pages = {117--126}, posted-at = {2007-12-17 17:27:01}, priority = {0}, title = {Information Systems and NonGovernmental Development Organizations: Advocacy, Organisational Learning, and Accountability}, volume = {20}, year = {2004} }

TY - JOUR ID - citeulike:2137613 L3 - citeulike-article-id:2137613 JF - The Information Society EP - 126 TI - Information Systems and NonGovernmental Development Organizations: Advocacy, Organisational Learning, and Accountability VL - 20 SP - 117 N1 - Argues that features of the NGO sector warrant special attention. Definition of NGO as "self-governing, private, not-for-profit organizations that are geared to improving the quality of life for disadvantaged people" (Vakil, 1997) Contains some statistics on size and growth of the NGO sector. Argues that NGOs suffer from too much accountability upwards, not enough downwards. Argues the in development NGOs have limited capacity to learn (ref to Fowler 1997 for that). Monitoring and management of work in NGOs is generally weak. There is also a defensiveness that can result in reluctance to undertake research that might challenge existing assumptions and values. NGOs are often reluctant to confront less successful activities and initiatives, thus reducing organisational learning. A case study of a Bangladeshi NGO is used to illustrate the problem. AU - Lewis, David AU - Madon, Shirin PY - 2004/// ER -