With a focus on NGOs active in sub-Saharan Africa as case studies, author Frederik Claeyé demonstrates that NGOs are not mere passive recipients of management knowledge and practices emanating from the global governance structure of international aid, but actively engage with these ideas and practices to translate and rework them through a local cultural lens. This process results in the emergence of unique hybrid management systems that combine the pressure to become more business-like with the mission to satisfy the demands of the communities they serve.
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