| International NGO’s organizational change in China transitional institutional environment: A Case study on Heifer China |
Received:October 14, 2017 Revised:October 14, 2017 |
Key Words: NGO, organizational change, Institutional environment |
| Author Name | Affiliation | | Bingjie Wang | university of eclectronic science and technology of China | | Tianli Feng* | university of eclectronic science and technology of China |
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Abstract: |
| This study explored the process of NGO’s change logic in China transitional economy through a case study of Heifer China who changed its identities three times, while keeping its original mission in China for 30 years. We used a integrated framework that mixed together institution and legitimacy theory to analyze Heifer China’s stress of transformation identity and keeping its vision at the same time in a changing institutional environment that go through from an emerging state to a mature state. We found that a NGO need to deform itself and only got partial legitimacy to survive in an unfavorable institutional environment, but it need to complete the legitimacy to make it develop well. we also found that the survive strategy of a NGO in an unfavorable environment was separating the external identity and its core vision, and there were three other factors to make the strategy success. The three factors are as follows: favorable micro institutional environment, major fund supporter and the social entrepreneurship of leaders. |
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