The relevance of organizational structure to NGOs' approaches to the policy process

Abstract

NGOs are recognized as active participants in the policy process. There is general agreement that they are agenda-setters and important actors in the framing of public issues. They are well-recognized providers of social services on behalf of, or in partnership with, private and public actors. Previous research demonstrates that the institutional context accounts for the extent of NGOs' access to and influence over public policy-making. Nonetheless we know less about why there are important differences in the way they approach the policy process. Comparing the organizational evolution of two Spanish NGOs, both active in the field of humanitarian aid and poverty alleviation over a period of more than fifty years, this article contributes to our understanding of the relevance of organizational structure in NGOs as a determining factor in their role in public policy. Drawing on institutional organizational analysis, a theoretical framework is developed to assess the importance of organizational structure in explaining why NGOs take on different roles in the policy process, even when sharing the same institutional context. NGOs are driven by pre-existing institutions and legacies that affect the way they resolve conflict and engage in internal bargaining.