NGO project risk management: Culture related project risks
Başlık çevirisi mevcut değil.
- Tez No: 401501
- Danışmanlar: DR. ADEEL AZAM, DR. NED ROBINS
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Ulaşım, Yönetim Bilişim Sistemleri, Business Administration, Transportation, Management Information Systems
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2013
- Dil: İngilizce
- Üniversite: Unıversıty Of Warwıck
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: Belirtilmemiş.
Özet
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Özet (Çeviri)
Over the last few decades, increasing gap of welfare level between developed and least developed nations have brought challenging missions for the NGOs. However; due to the reasons such as insufficient use of resources and inefficient projects, the questions regarding of their operations have been raised. Inadequate knowledge of NGO managers about both projects and target populations has caused arbitrary or inappropriate risk management rather than applying scientific approaches. In the light of this background, the research investigated whether the cultural characteristics of NGO target societies are subject to project ri sk management. And then, it was focused on what risks stern from mismanaging these cultural characteristics for NGO projects, followed by investigating the impacts of culture related risks on NGOs and appropriate mitigation strategies. For these reasons, interviews and questionnaires were held with NGO project managers. As a result of the findings, first of all, cultures of the target communities are highly related with NGO project risk management because of their direct relationships with communities throughout the projects. However, it is also observed that complex nature of both project risk management and cultures of the target communities obstructs NGO project managers focusing on culture related project risks. Moreover, findings regarding to the second research question showed that cultural distinctions between NGOs and their target communities cause high level risks such as increasing donor dependencies, disintegration with project target groups and other stakeholders, inefficient project implementations and nondurable impacts of the projects. Furthermore, the culture related risks have significant impacts on NGO in a negative way from project cancellation to reputation losses. However, these impacts can be reduced by applying proactive risk management strategies during the project initiation or planning phases. In addition to that; cooperating with other stakeholders such as local authorities and donors, prior studies with target groups and healthy information flow between field and management offices increases comparative advantages of NGOs.
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