Reconceptualising operational viability in education-focused non-governmental organisations (NGOs): A theoretical and empirical analysis from Zambia

Abstract

Operational viability is viewed as an important factor in the performance and sustainability of education-orientated non-governmental organisations (NGOs) in low-income settings but is poorly theorised and under-investigated in practice. Based on evidence of mixed-methods in the case of Zambia, this article redefines operational viability as an emergent, relational and system-based capability and not a consequence of administrative efficiency per se. The research employed a convergent mixed-method design by analysing the data collected from a total of 222 participants (comprising 120 NGO employees and 102 Ministry of Education employees) in six education-orientated NGOs selected using purposive sampling. Exploratory factor analysis and multiple regression were used to analyse quantitative data, whereas thematic analysis was applied to qualitative interviews to identify the organisational and institutional processes that influence the delivery of programmes. The analysis is presented in the context of organisational resilience theory, institutional theory and systems thinking through the interaction of internal capacity, institutional alignment and systemic coherence to determine the viability of operations. The results show that the NGOs have comparably high internal governance, staffing, and performance management systems, but the operational viability is limited by the misalignment with the government planning processes, the implementation logics in line with donor-specified strategic incentives, and more comprehensive systemic resource bottlenecks. Such limitations reduce the possibilities for scalability, continuity, and long-term integration of NGO-supported programmes within national education systems. The study concludes that operational viability is not primarily a function of internal managerial competence but a governance condition shaped at the organisational-institutional interface. Programme sustainability depends on early co-design between NGOs and government actors, synchronisation of project cycles with public planning horizons, coordinated reporting and accountability systems, and institutionalised learning processes that extend beyond donor compliance. The article contributes to project and programme management scholarship by redefining operational viability as a system-level governance capability that enables programme continuity, scaling, and institutional integration in resource-constrained education systems.