Testing the Strategic Response Model to Show Joint Effect of Resource Dependency and Centrality in Donor Network on NGO Response to Donor Demand





Resource Dependence, Network Centrality, NGOs, Funding, Strategic Response Model


The Strategic Response Model (SRM) integrates two constructs, an organization’s resource dependence and network centrality, to predict response to an external demand. This article puts the SRM to test to demonstrate its applicability as a management tool to help with decision-making. Using forty-nine Lebanese nongovernmental environmental organizations’ (NGOs’) responses to bilateral donors who changed funding interests, the results are consistent with the model’s prediction of three types of responses, exit, voice, and adjustment, regardless of which of three resource dependency variables are used. To add context to this test of the SRM model, the dynamics within a larger system of resource pursuit and allocation across sectors, especially for non-Western settings characterized by turbulence and uncertainty, are discussed. Donors and nonprofits need to consider short- and long-term strategic decisions, knowing that relationships created and fostered may be as important as resources provided and consumed.

Author Biographies

Khaldoun AbouAssi, American University

Please specify reviewing interests here:

Mary Tschirhart, George Washington University

Mary Tschirhart is the Stephen Joel Trachtenberg Professor in Public Service at the Trachtenberg School of Public Policy and Public Administration at the George Washington University. Her research focuses on organizational behavior, identity dynamics, and strategy, primarily in the public and nonprofit sectors and in interactions across sectors.






Research Articles