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The strategies that bind: NGO coalitions and their influence
Author(s) -
YANACOPULOS HELEN
Publication year - 2005
Publication title -
global networks
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.685
H-Index - 65
eISSN - 1471-0374
pISSN - 1470-2266
DOI - 10.1111/j.1471-0374.2005.00109.x
Subject(s) - legitimacy , order (exchange) , perspective (graphical) , business , resource (disambiguation) , value (mathematics) , dependency (uml) , public relations , political science , politics , finance , computer network , systems engineering , artificial intelligence , machine learning , computer science , law , engineering
This article examines NGOs as strategic organizations that form coalitions in order to influence other actors, particularly international financial institutions. It has three primary aims: to examine NGOs as strategic organizations; to look at a particular type of NGO network, the coalition , which unlike a network involves more value and commitment; and to assess the factors that contribute to their strategies such as changes to the NGO environment. To do this, the resource dependency perspective is utilized to evaluate the influence of various resources (funding, legitimacy and information) on NGOs’ organizational strategy. Oxfam International, the NGO Working Group on the World Bank, and the Bretton Woods Project are three NGO coalitions examined. I conclude that there are differences between NGO networks and coalitions and that the coalitions strategically act and react to changing resources in their environments.