Exploring Competency Criteria for Management Selection in Non-Profit Organisations: a Case Study of International Organisations in Tanzania

Managerial competencies have been widely theorised in the for-profit and public sectors but remain underexplored in donor-dependent non-profit contexts. This study critically examines the competency criteria guiding management selection in international non-profit organisations (INPOs), thereby addressing a gap in the existing literature. The research focuses on Tanzania as a case study, where INPOs play a central role in health, education, and agricultural development, yet face ongoing challenges in aligning organisational needs with donor-driven expectations. To fill this gap, the study introduces the concept of Person-Donor-Organisation Fit (P-D-O), which expands existing fit theories by integrating organisational priorities with donor accountability mechanisms and individual competencies. This framework offers a more comprehensive approach to aligning managerial capacity with organisational performance and funding sustainability. The research employs a qualitative, interpretivist case study methodology. Data were collected through semi-structured interviews and open-ended questionnaires with 22 senior managers across six INPOs and were analysed thematically to identify patterns of competency alignment and misalignment. Reflexivity and ethical protocols were applied throughout to ensure credibility and trustworthiness. Findings highlight persistent gaps in managerial competencies, including limited alignment with donor requirements, inadequacies in competency frameworks, weaknesses in selection practices, and challenges stemming from cross-cultural and resource-constrained contexts. These gaps hinder project implementation and sustainability, emphasising the need for a donor-inclusive competency framework. The study makes three key contributions. First, it advances theory by proposing P-D-O as a novel extension of fit theories tailored to non-profit settings. Second, it contributes to practice by identifying criteria and benchmarks that INPOs can use to enhance managerial selection processes. Third, it informs policy by providing recommendations to both organisations and donors, aiming to improve alignment between managerial capacity, donor accountability, and sustainable development outcomes.