In acceptance we trust? Conceptualising acceptance as an approach to NGO security management

Larissa Fast, C. Faith Freeman, Michael O'Neill, Elizabeth Rowley

Research output: Contribution to journalArticlepeer-review


This paper documents current understanding of acceptance as a security management approach and explores issues and challenges non-governmental organisations (NGOs) confront when implementing an acceptance approach to security management. It argues that the failure of organisations to systematise and clearly articulate acceptance as a distinct security management approach and a lack of organisational policies and procedures concerning acceptance hinder its efficacy as a security management approach. The paper identifies key and cross-cutting components of acceptance that are critical to its effective implementation in order to advance a comprehensive and systematic concept of acceptance. The key components of acceptance illustrate how organisational and staff functions affect positively or negatively an organisation's acceptance, and include: an organisation's principles and mission, communications, negotiation, programming, relationships and networks, stakeholder and context analysis, staffing, and image. The paper contends that acceptance is linked not only to good programming, but also to overall organisational management and structures.
Original languageEnglish
Pages (from-to)222
Number of pages243
Issue number2
Publication statusPublished - 2013

Research Beacons, Institutes and Platforms

  • Humanitarian and Conflict Response Institute


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