This paper-based dissertation provides an empirical study of the management of multiple accountabilities in a nonprofit development aid organization, taking mission adherence into account. We chose a qualitative research design, gaining insight into the organization’s accountability management through interviews, focus groups and document analysis. To investigate the nonprofit’s accountability relationships, we take a stakeholder management perspective, following studies that conceive of accountability management as relationship management. To incorporate the complexity of nonprofit value propositions, we apply a social constructionist view, conceptualizing accountability as the negotiation of interpretations of success.
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