LAUSR

Abstract Drawing on forty in-depth interviews with program managers in nineteen Western international human rights organizations, this article examines how human rights organizations make decisions about how to allocate resources and how to manage their commitments to specific causes, specific people, and specific areas. It argues that organizational routines shape the allocation of resources relatively independently of other factors and it pays particular attention to the role played by intra-organizational “units” of work and planning. Units of work and planning function as candidates for the allocation of resources within organizations. Resources are not allocated directly to issues or causes but rather are distributed on the one hand among a set of range of practices, such as reports and campaigns, and ways of responding, which are considered legitimate, and on the other hand among the thematic and geographical units, which structure human rights organizations. The article concludes by discussing some factors that play a role in the selection among these units. As human rights workers consider where their organizations can make a difference, other organizations and conditions for their work come into view, levers matter, and the way making a difference can be demonstrated plays a role.