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Nonprofit and Voluntary Sector Quarterly, Vol. 31, No. 2, 231-258 (2002)
DOI: 10.1177/0899764002312004
© 2002 ASSOCIATION FOR RESEARCH ON NONPROFIT ORGANIZATIONS AND VOLUNTARY ACTION

Support Organizations and the Evolution of the NGO Sector

L. David Brown

Harvard University

Archana Kalegaonkar

Institute for Development Research

This article focuses on the emergence of support organizations that play strategic roles in the evolution of development nongovernmental organizations (NGOs) as a sector of civil society. We begin with a discussion of sector challenges from outside (such as public legitimacy, relations with governments, relations with businesses, and relations with international actors) and from inside (amateurism, restricted focus, material scarcity, fragmentation, and paternalism). We describe the rise of agencies to serve critical support functions, such as strengthening individual and organizational capacities, mobilizing material resources, providing information and intellectual resources, building alliances for mutual support, and building bridges across sectoral differences. Then, we examine how those organizations have solved critical problems for NGO communities, and we develop some propositions about the creation and establishment of support organizations, their strategic position, the choice to take strategic action, and how external assistance can support their strategic roles.


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