Abstract This paper argues that Southern non‐governmental organizations (SNGOs) are particularly vulnerable to external control, given their dependence on organizations in their environment for so many critical resources, and their inability to reduce uncertainty created by this dependence. After presenting a conceptual framework for understanding SNGOs transactions with organizations in their external environment, discussion turns to implications of resource dependence for Northern nongovernmental organizations (NNGOs) working with SNGOs in capacity building or scaling‐up initiatives in low‐income countries.
Stored only when both papers are in the corpus — 55 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.