Civil society organisations’ management dynamics and social value creation in the post-conflict volatile contexts pre and during COVID-19
Arslan, Ahmad; Kamara, Samppa; Golgeci, Ismail; Tarba, Shlomo Yedidia (2021-06-10)
Arslan, A., Kamara, S., Golgeci, I. and Tarba, S.Y. (2022), "Civil society organisations’ management dynamics and social value creation in the post-conflict volatile contexts pre and during COVID-19", International Journal of Organizational Analysis, Vol. 30 No. 7, pp. 20-33. https://doi.org/10.1108/IJOA-01-2021-2573
© 2021, Ahmad Arslan, Samppa Kamara, Ismail Golgeci and Shlomo Yedidia Tarba. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode.
https://creativecommons.org/licenses/by/4.0/
https://urn.fi/URN:NBN:fi-fe2021081343240
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Abstract
Purpose: The current paper aims to address the management dynamics of civil society organisations (CSOs) in volatile contexts. Along with analysing CSOs’ management dynamics at a general level, it also offers specific insights into their management strategies in response to COVID-19 pandemic.
Design/methodology/approach: This study uses a qualitative research design, where in-depth case studies are undertaken with four CSOs operating in post-conflict volatile Sub-Saharan African economies of Liberia and Sierra Leone.
Findings: Findings revealed that multiple stakeholder management plays an important role in social value creation by CSOs. The findings further state that, in volatile contexts, CSOs appear to have more legitimacy than state functionaries due to their capabilities in dealing with political pressures and conflict sensitivities. The findings also revealed that case CSOs operating in Liberia and Sierra Leone were quick to respond to the COVID-19 pandemic by adjusting their working routines accordingly by switching to online working where possible and repurposing their management strategies. This repurposing of management strategies focussed on minimising economic disruptions caused by COVID-19 and continuing to create social value by helping youth and farmers particularly.
Originality/value: This paper contributes to the extant literature by being one of the first studies, highlighting the specificities of CSO management in volatile (especially Sub-Saharan African post-conflict) contexts and contributes to the literature streams on multiple stakeholder management and social value creation. To the best of the authors’ knowledge, the current paper is also one the first study to address the management strategies of case CSOs in response to the ongoing Covid-19 pandemic in Liberia and Sierra Leone.
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