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Refusing the Development NGO? Departure, Dismissal, and Misrecognition in Angolan Development Interventions.

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Nongovernmental organizations (NGOs) in international development increasingly use managerialist models. This study shows how local staff resist these models, highlighting unrecognized power imbalances in development work.

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Area of Science:

  • Social Sciences
  • Development Studies
  • Organizational Behavior

Background:

  • International development NGOs increasingly adopt neoliberal management strategies.
  • This managerialist approach views staff as transactional assets, prioritizing institutional needs over individual moralities.
  • Such models can perpetuate power inequalities within the development sector.

Purpose of the Study:

  • To analyze how local staff in international development resist managerialist employment practices.
  • To examine the conflict between institutional management and staff's independent moral frameworks.
  • To investigate the misrecognition of resistance and its impact on power dynamics in development.

Main Methods:

  • Qualitative analysis using the case of local staff resignations and terminations.
  • Focus on an international democratization intervention in postwar Angola.
  • Examination of subject positions and moral assertions within the development context.

Main Results:

  • Some development professionals reject management-defined roles, asserting personal moral stances.
  • International development institutions often misinterpret or ignore these acts of resistance.
  • Unequal power relations persist within the development industry despite its stated goals.

Conclusions:

  • Managerialist approaches in NGOs can obscure and reinforce existing power imbalances.
  • Resistance from local staff highlights a disconnect between institutional goals and lived realities.
  • Addressing these power dynamics is crucial for more equitable international development.