The freedom to (not-) obey

Abstract

Purpose This article focuses on NGO middle management, lateral or internal accountability. Issues of upwards (from the field to the donors) and downwards (from the beneficiaries to the NGOs) accountability dominate in the literature. Two assertions appear to be characteristic of NGO middle management research: (1) coordination, strategy and change when owned and initiated by middle management have a larger chance of success and (2) middle management is insufficiently trained strategically and functions in weakly defined cadres. This apparent paradox is studied here with the contradiction theorized via Johann Chapoutot’s Freedom to Obey (2020a). Design/methodology/approach The article is a theoretical essay, examining the conundrum of NGO middle management when held responsible but without the authority to make a meaningful impact. The theoretical framework, while powerful, needs validation through broader empirical work. Chapoutot claims that dominant management thinking assumes that only the strongest survive (social Darwinism) and that organizations are constantly challenged by change and innovation. And order is something that must be imposed on spontaneous disorder with individuals (leaders) making all the difference. Managers are “free” insofar as they “obey” the principles. Findings Thus, does NGO middle management, submerged in a weak and defensive lateral position, trivialize, routinize and merely pay lip service to upwards and downwards accountability? Caught in the “free to obey” paradox, are NGO middle managers lacking the agency necessary for accountability? This exploratory study suggests a framework offering valuable insights into the dynamics of NGO accountability, recognizing the need for broader empirical validation to establish generalizability. Research limitations/implications Theoretically oriented; the case is based on a single site. Practical implications Lateral accountability, wherein the role of NGO middle management is studied is almost “virgin territory”. Social implications Demands more attention to the role of middle management in the running of INGOs. Originality/value The theme of “freedom to obey” is challenging and has in France elicited much attention; and the focus on lateral accountability is a yet to be fully developed theme of significant importance.