The qualitative data shows that the institutionally
prescribed structure of NSOs is
tailored to protect the power of the voluntary
boards. Yet it is inappropriate to serve
fundamental organizational goals and to
cope with an increasingly dynamic environment.
It also hinders any necessary organizational
innovation and change towards more
rational organizational processes. From a
theoretical perspective, this evidence
strengthens the views of Meyer and Rowan
(1991: 43) that the elements of institutionalized
‘. . . structures are only loosely linked
to each other and to activities’. They are
primarily to secure survival and external
support, despite the consequences for ef-
ciency.