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Reinventing International Development NGOs – The Case of ICCO

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Abstract

The need for international development NGOs to reinvent themselves in light of contextual changes and increasing challenges has been brought forward with increasing vigour. In-depth empirical research on the topic has remained scarce. This study contributes to the small number of in-depth empirical studies on international development NGOs by analysing the change process undertaken by one of the largest Dutch development NGOs (ICCO) in the period 2004–2010. By adding a specific focus on the changes in ICCO’s beliefs, values and accompanying practices, it shows that ICCO’s change process, while appearing to be a major overhaul, in many respects turned out to be a continuation of the existing organisational philosophy. The study not only shows the importance of culture in processes of organisational change, but particularly of cultural continuity.

Abstract

Au vu des changements contextuels et des défis croissants auxquels elles font face, les ONG de coopération au développement ont besoin de se réinventer – cela a été mis en avant avec de plus en plus de vigueur. La recherche empirique approfondie sur le sujet demeure rare. Cette étude contribue au petit nombre d’études empiriques approfondies sur les ONG internationales et analyse le processus de changement mis en oeuvre par l’une des plus grandes ONG hollandaises de coopération au développement, ICCO, de 2004 à 2010. En examinant les changements dans le système de croyances et de valeurs d’ICCO, et des pratiques qui y sont associées, l’étude montre que le processus de changement d’ICCO, quoique radical, s’avère être inscrit dans la continuité de la philosophie de l’organisation. L’étude démontre l’importance non seulement de la culture dans les processus de changements organisationels, mais surtout de la continuité culturelle.

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Authors and Affiliations

  1. Cultural Anthropology and Development studies, CIDIN, Nijmegen, The Netherlands

    Willem Elbers & Lau Schulpen

Authors
  1. Willem Elbers
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  2. Lau Schulpen
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Appendix

Appendix

List of Documents Used

  • ICCO (2003), ICCO Partnership Policy.

  • ICCO (2004), Vernieuwingsagenda ICCO [Renewal agenda ICCO], October.

  • ICCO (2005), Voorbereiding besluitvorming ICCO Bestuur Vernieuwingsplannen [Preparation decision-making ICCO Board Renewalplans], May.

  • ICCO (2005), Voortgang Vernieuwingsprogramma; voorbereiding aanpak implementatie [Progress renewal programme, preparation implementation plan], June.

  • ICCO (2005), ‘Engagement for social justice’, Whose Responsibility? November.

  • ICCO (2005), Result towards 2010: more cooperation, creative entrepreneurship and a better result, December.

  • ICCO (2005), Summary of the most important results of the ‘Expert meeting’, 14–16 September, September.

  • ICCO (2005), Van Zending tot Missie, ICCO in vogelvlucht [From to missionary to mission, ICCO in a nutshell].

  • ICCO (2006), Governance ICCO, December.

  • ICCO (2007), ICCO op weg naar 2010. De omgeving verandert: hoe verandert ICCO? [ICCO on its way to 2010. The environment changes: How does ICCO change?].

  • ICCO (2007). Operational Plan 2007–2010.

  • ICCO (2008), Changes in ICCO: The rationale for the changes in ICCO, July.

  • ICCO (2008), The role of Regional Councils in the development of ICCO’s policies, December.

  • ICCO (2008), Introduction programmatic approach.

  • ICCO (2008). General contract and conditions.

  • ICCO (2009) ICCO’s agenda for change (2007–2010): Co-responsibility, Decentralisation and the Programmatic Approach (ProCoDe), August.

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Elbers, W., Schulpen, L. Reinventing International Development NGOs – The Case of ICCO. Eur J Dev Res 27, 1–18 (2015). https://doi.org/10.1057/ejdr.2014.21

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