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. © 2004 International Society for Third-Sector Research and The Johns Hopkins University.
Original language | English |
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Pages (from-to) | 137-155 |
Number of pages | 19 |
Journal | Voluntas |
Volume | 15 |
Issue number | 2 |
DOIs | |
Publication status | Published - 2004 |