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Tipping the Scales Between Upward an...

Lawrence, Kara Lynn,

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Tipping the Scales Between Upward and Downward Accountability: What Drives Accountability Decisions for INGO/NGO Managers /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Tipping the Scales Between Upward and Downward Accountability: What Drives Accountability Decisions for INGO/NGO Managers // Kara Lynn Lawrence.
Author:	Lawrence, Kara Lynn,
Description:	1 electronic resource (241 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-01, Section: A.
Contained By:	Dissertations Abstracts International85-01A.
Subject:	Nongovernmental organizations--NGOs. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30516382
ISBN:	9798379879914

Tipping the Scales Between Upward and Downward Accountability: What Drives Accountability Decisions for INGO/NGO Managers /
Lawrence, Kara Lynn,

Tipping the Scales Between Upward and Downward Accountability: What Drives Accountability Decisions for INGO/NGO Managers /Kara Lynn Lawrence. - 1 electronic resource (241 pages)

Source: Dissertations Abstracts International, Volume: 85-01, Section: A.

Demands for accountability of INGOs/NGOs have increased over the years as repeated scandals have provoked scrutiny from the public eye. However, this accountability has primarily been focused at the organizational level and upward accountability ensuring that funders and donors are satisfied. This paper contributes to the literature by investigating a less explored avenue of accountability research and that is at the individual level of analysis of the NGO/INGO manager and how their individual perceptions can influence their accountability decisions. Although the field has made great gains in upward accountability through diverse evaluation mechanisms, the field needs to balance that perspective through examining the ways other accountabilities can be better understood and integrated. Some scholars have suggested a focus on individual accountability, rather than organizational accountability as having the potential to balance both upward and downward accountability. Therefore, this study asks what drives the accountability choices of NGO/INGO managers? This dissertation uses an ethical orientation approach, felt relational accountability, and professionalism to understand how individual perceptions can influence accountability decisions towards different groups. I use a mixed-methods approach of a discrete choice experiment and qualitative semi-structured interviews with samples derived from the UNESCO database and Guidestar to obtain samples having a regional focus on Africa and women empowerment. Results indicate that ethical orientations of maintaining norms and post-conventional and higher levels of professionalism influences prioritization of upward and lateral groups. However, lateral orientation was shown predominant overall in both the qualitative and quantitative data indicating fulfilling mission and good management as way to bridge the accountability gap.

English

ISBN: 9798379879914Subjects--Topical Terms:

3683093
Nongovernmental organizations--NGOs.

Tipping the Scales Between Upward and Downward Accountability: What Drives Accountability Decisions for INGO/NGO Managers /
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520 $a Demands for accountability of INGOs/NGOs have increased over the years as repeated scandals have provoked scrutiny from the public eye. However, this accountability has primarily been focused at the organizational level and upward accountability ensuring that funders and donors are satisfied. This paper contributes to the literature by investigating a less explored avenue of accountability research and that is at the individual level of analysis of the NGO/INGO manager and how their individual perceptions can influence their accountability decisions. Although the field has made great gains in upward accountability through diverse evaluation mechanisms, the field needs to balance that perspective through examining the ways other accountabilities can be better understood and integrated. Some scholars have suggested a focus on individual accountability, rather than organizational accountability as having the potential to balance both upward and downward accountability. Therefore, this study asks what drives the accountability choices of NGO/INGO managers? This dissertation uses an ethical orientation approach, felt relational accountability, and professionalism to understand how individual perceptions can influence accountability decisions towards different groups. I use a mixed-methods approach of a discrete choice experiment and qualitative semi-structured interviews with samples derived from the UNESCO database and Guidestar to obtain samples having a regional focus on Africa and women empowerment. Results indicate that ethical orientations of maintaining norms and post-conventional and higher levels of professionalism influences prioritization of upward and lateral groups. However, lateral orientation was shown predominant overall in both the qualitative and quantitative data indicating fulfilling mission and good management as way to bridge the accountability gap.
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