This project examines the impact on a Christian mission organisation of the decision to accept government funding and add an explicit international development focus to its work. During the 1980s the Anglican Board of Mission (ABM), the national mission agency of the Anglican Church of Australia, entered into a contractual relationship with the Australian Government which ultimately led to accreditation as a development agency and involvement with the Australian international development sector. This process has significantly influenced ABM both structurally and philosophically, bringing a creative tension within the organisation between two related but distinct approaches to Christian witness. A cooperative inquiry method was chosen with the aim of fostering organisational learning within ABM. The researcher became a participant in a team of five which conducted three cycles of inquiry over a year. This team of staff members and the researcher explored the influence of the growing relationship with government on their faith-based NGO and its implications within the context of Christian mission. Notions of intentionality, accountability and legitimacy within the relationships with their stakeholders emerged as significant foundations for the work of the organisation. The cycles of inquiry generated a body of co-created knowledge which, it is argued, have pointed the way to managing ABM???s dual roles. Its multiple accountabilities - to government, to its Anglican constituency, and to overseas church partners - are understood as offering a framework through which it can continually assess its organisational integrity and fidelity to its value base. Articulating intentionality of purpose and a clear theological understanding of mission and development were identified as crucial if ABM is to maintain its legitimacy as derived from the mandate of the Anglican Church to undertake Christian mission and development on its behalf. ???Making space to breathe??? became a metaphor to describe the task of the organisation in creating both a reflective space which opens possibilities for transformed praxis, and a liminal space between the two Programs of the organisation in which a unifying philosophical ground can be discovered.

Thesis (M.S.) -- Central Connecticut State University, 2008. / Thesis advisor: D'Arcy Dornan "... in partial fulfillment of the requirements for the degree of Master of Science in Geography." Includes bibliographical references (leaves 158-161). Also available via the World Wide Web.

Thesis (Ph. D.)--Columbia University. / Published also without thesis note. Includes bibliographical references (p. [131]-133).

Thesis (Ph. D.)--Columbia University. / Published also without thesis note. Includes bibliographical references (p. [131]-133).

Thesis (Ph. D.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 446-459).

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 91-104).

Thesis (M.A.)--Ohio University, June, 2009. / Title from PDF t.p. Includes bibliographical references.

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 91-104). Also available in print.

Thesis (Ph. D.)--Queen's University, 2001. / Vita. Includes bibliographical references (leaves [404]-426).

Thesis (Ph.D)--Public Management and Policy, Georgia Institute of Technology, 2010. / Committee Chair: Dr. Dennis R. Young; Committee Member: Dr. Gordon A. Kingsley; Committee Member: Dr. Janelle Kerlin; Committee Member: Dr. John C. Thomas; Committee Member: Dr. Jorge L. Martinez-Vazquez. Part of the SMARTech Electronic Thesis and Dissertation Collection.