The thousands of international non-governmental organizations (INGOs), operating in China, continued to grapple with the enduring issue of their legal and institutional status as China introduced rules governing their operations in China with the Law of the People's Republic of China on the Administration of Activities of Overseas Non-Governmental Organizations within the Territory of China in January 2017. So far, the law has received mixed reviews. For the first time, it allowed INGOs to apply for legal status, however, their work will now be monitored and controlled by the Public Security Ministry. INGOs must now work out how to cope with these changes. The government has always controlled INGOs in China, and over time some of them developed approaches to secure legitimacy for their longterm programs. Choosing one INGO as a case study, we investigated the processes and strategies that they can use to develop within Chinese political and institutional contexts. The INGO in this study has been able to navigate the Chinese context for nearly two decades, taking on multiple identities (INGO, local organization, foundation, enterprise and so on) to adapt to different circumstances. This history makes it particularly well-positioned to handle the new law. It has tended towards localization; yet, it has neither completely abandoned its international organization identity nor practices. We find that INGO development in China can be divided into two distinct paths across different times and different regions. Organizational change revolves around a central question that is often extremely challenging-even contradictory- for INGOs in China: Should it insist on fulfilling its organizational mission or maintain its status as an INGO and hence operations in China?