Organizational development models are deployed with the idea to improve project and organizational performance in nonprofit organizations. However, there is concern in organizational research that these models may alter the distinctive character of nonprofit organizations. The aim of this paper is therefore to present a critical examination of organizational development in nonprofit organizations. The empirical material derives from case studies of organizational development. The main conclusion offered is that these models are not meant for implementation. Instead they serve as legitimacy devices, protect existing organizational praxis, and standardize the discourse on nonprofit organizations. (ABSTRACT FROM SUBMITTED PAPER)