This article examines a human rights NGO that ceased operations after only 8 years. A voluntary and planned end, this case raises the possibility of a new form, the time-bound organization. Through a series of interviews with staff, board members, the founder, and key external stakeholders, this study examines the nonprofit's leadership, time-bound structure, strategic approach, and wind-down process. Drawing on the lessons of this case, this article identifies benefits and challenges of the time-bound organization form. A range of voluntary organizations could learn from this example and consider the form, including nonprofits experiencing a leadership transition, facing environmental threats, or considering a structural change such as a merger. © 2012 International Society for Third-Sector Research and The John's Hopkins University.
CITATION STYLE
Berlan, D., & Bruno-van Vijfeijken, T. (2013). The Planned Close of an NGO: Evidence for a New Organizational Form? Voluntas, 24(1), 262–275. https://doi.org/10.1007/s11266-012-9300-2
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