The benefits of combined theories within Cross-Cultural NGO"management in an international NGO: A Case Study of ActionAid Global Platform in Jordan

Hummelgaard, Sascha Brinch

4. term

Culture, Communication and Globalization, Master

2014

2014-05-30

90

Mange ikke-statslige organisationer (NGO’er) arbejder på tværs af kulturer, men der findes kun begrænset praktisk vejledning i at lede sådan mangfoldighed. Denne afhandling adresserer dette hul ved at foreslå en kombineret ramme, der forener ledelsespraksisser og kulturel intelligens, udviklet med ActionAids Global Platform i Jordan som case. Indledende pilotinterviews pegede på, at en meget kulturelt mangfoldig arbejdsstyrke skabte udfordringer, hvilket understøttede problemfeltet. En litteraturgennemgang af NGO-ledelse og tværkulturel ledelse bekræftede, at eksisterende viden er fragmenteret: Kouzes og Posners fem ledelsespraksisser (2012) passer godt til NGO’er, men siger lidt om tværkulturelle udfordringer, mens Egan og Bendicks (2008) personlige kulturelle intelligens hjælper med at navigere kulturelle forskelle, men ikke dækker den daglige ledelse. På den baggrund fremsatte afhandlingen en hypotese om, at den nuværende litteratur ikke tilstrækkeligt adresserer ledelsesudfordringer i tværkulturelle NGO’er som Global Platform Jordan, og foreslog en kombineret tilgang. Med en socialkonstruktivistisk forståelse (fokus på hvordan mennesker skaber fælles betydninger) og kvalitative metoder indsamlede studiet data via et fokusgruppeinterview og et semistruktureret interview ansigt til ansigt. Analysen tolkede data gennem relevante teorier, samtidig med at nye temaer kunne opstå. Resultaterne understøtter den foreslåede kombination: Lederen på Global Platform Jordan udviste elementer af alle fem ledelsespraksisser, men oplevede stadig vanskeligheder ved at lede en meget kulturelt mangfoldig medarbejder- og frivilliggruppe. Derfor anbefales træning i at opbygge kulturel intelligens, så ledelsespraksisser kan anvendes på kulturelt sensitive måder. Analysen peger også på, at en bottom-up-strategi og en flad organisatorisk struktur, som giver frivillige stort ansvar, øger involveringen—noget der er vigtigt for NGO’er. Inden for denne case understøtter resultaterne den oprindelige antagelse, og der er indikationer på, at den kombinerede tilgang kan være nyttig i lignende internationale NGO’er med mangfoldige teams. Afhandlingen afslutter med forslag til videre forskning i tværkulturel ledelse målrettet NGO’er.

Many non-governmental organizations (NGOs) work across cultures, yet practical guidance for managing such diversity is limited. This thesis addresses that gap by proposing a combined framework that brings together leadership practices and cultural intelligence, developed with ActionAid’s Global Platform in Jordan as a case. Early pilot interviews indicated that a highly diverse workforce created challenges, reinforcing the study’s focus. A literature review of NGO management and cross-cultural management confirmed that existing guidance is fragmented: Kouzes and Posner’s Five Practices of Exemplary Leadership (2012) fit NGOs well but say little about cross-cultural challenges, while Egan and Bendick’s (2008) personal cultural intelligence helps navigate cultural differences but does not cover day-to-day leadership. Based on this, the thesis hypothesized that current literature does not adequately address management challenges in cross-cultural NGOs like Global Platform Jordan and proposed a combined approach. Guided by a social constructivist perspective (focusing on how people create shared meanings) and using qualitative methods, the study gathered data through a focus group and a face-to-face semi-structured interview. The analysis read the data through relevant theories while allowing new themes to emerge. The findings support the proposed combination: the manager at Global Platform Jordan demonstrated elements of all five leadership practices but still encountered difficulties leading a highly culturally diverse group of staff and volunteers. The study therefore recommends training to build cultural intelligence, so that leadership practices can be applied in culturally sensitive ways. The analysis also indicates that a bottom-up strategy and a flat organizational structure, which give volunteers substantial responsibility, help increase involvement—an important factor for NGOs. Within this case, the results support the initial hypothesis, and there are indications that the combined approach could be useful in similar international NGOs with diverse teams. The thesis concludes by suggesting further research in cross-cultural management tailored to NGOs.

[This abstract was generated with the help of AI]

Cross-Cultural ; NGO ; Management ; Nongovernmental ; Diversity

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