Publicness and Privateness in IGOs as Meta-Bureaucracies and NGOs as Neo-Governmental Organizations

Abstract

Intergovernmental organizations are increasingly going private, while non-governmental organizations are evermore turning to public authorities and procedures to remain relevant. This helps them collaborate, but estranges them from their grassroots (states, activists). IGOs lean towards New-Public-Management benchmarks, inaugurate Public-Private-Partnerships and outsource activities. NGOs professionalize and frame their fundraising and activities in order to obtain recognition and resources from governments (directly, or through IGOs). This raises new issues: To which extent are ‘privateness’ in IGOs and ‘publicness’ in NGOs unavoidable? Do leaders of these organizations change the identity of their organizations because they sincerely believe in the necessity and usefulness of such change, or are they compelled to adjust to the new mantras of the bureaucratic world? Is isomorphism working mechanically, or do leaders make voluntary choices? How enduring will these trends be? Can we expect reverse tendencies?