Structures and Governance of Non-Profit Networks: Balancing Autonomy, Coordination, and Accountability

The sustainability of NGO collaboration depends on governance structures that balance autonomy with coordination and legitimacy with efficiency. This article analyzes the architecture of non-profit networks through three primary lenses—structure, accountability, and leadership. It contrasts centralized, decentralized, and polycentric governance models, exploring how each configuration affects decision-making, participation, and resilience. Centralized forms offer efficiency and coherence but risk exclusion and overconcentration of power; decentralized and polycentric models enhance inclusivity and legitimacy but may slow responses. Leadership emerges as both enabling and constraining, as brokers facilitate coordination but can create dependency. The analysis highlights that effective governance requires institutionalized mechanisms for decision-making, accountability, and conflict resolution. By integrating theoretical frameworks with real-world practices, the article positions governance not as a static design but as an adaptive process fundamental to network legitimacy, functionality, and sustainability.