Decentralisation for international NGOs

The work of international non-profit-making NGOs challenges them to adopt a decentralised structure. We know little, however, about how this decentralisation is organised, and even less about its impacts on NGO performance. Based on studies southern Africa, this article identifies the gains and loses associated with the choice to decentralise. It goes on to pose questions about decentralisation as a critical variable for the organisational design of NGOs which need to be answered by more systematic comparative study.