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 (Ph. D.)--York University, 2001. Graduate Programme in Administrative Studies. / Typescript. Includes bibliographical references (leaves 182-194). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://wwwlib.umi.com/cr/yorku/fullcit?pNQ67887.

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.A.)--Brigham Young University. Dept. of International Area Studies, 2004. / Includes bibliographical references (leaves 60-63).

Thesis (M.A.)--Ball State University, 2008. / Title from PDF t.p. (viewed on Sept. 01, 2009). Research paper (M.A.), 3 hrs. Includes bibliographical references (p. 44-50).

Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 339-392). Available also in a digital version from Dissertation Abstracts.

Thesis (Ph.D.)--University of Texas at Arlington, 2009.

Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 304-321). Available also in a digital version from Dissertation Abstracts.

Thesis (M.S.)--Central Connecticut State University, 2002. / Thesis advisor: Glynis Fitzgerald. " ... in partial fulfillment of the requirements for the degree of Master of Science in Communication." Includes bibliographical references (leaves [43-48]). Also available via the World Wide Web.

Thesis (M.S.P.D.(Prof))--University of Queensland, 2002. / Includes bibliographical references.