Decision making in partnerships for development: Explaining the influence of local partners
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SourceNonprofit and Voluntary Sector Quarterly, 40, 5, (2011), pp. 795-812
Article / Letter to editor
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SW OZ RSCR CAOS
Nonprofit and Voluntary Sector Quarterly
SubjectAnthropology and Development Studies
This article examines decision making in the partnerships between three private aid agencies and their local partners in Ghana, India, and Nicaragua. Drawing upon a mixed methodology, the article maps the relative influence of these partners vis-a-vis the agencies and reveals the processes underlying decision-making outcomes. Three main findings are advanced: (a) Institutional rules regulate per topic the extent in which partners can participate in the decision making, ranging from exclusion to full decision-making authority; (b) four clusters of decision-making topics were identified reflecting the different degrees to which partners are allowed to participate in the decision making; and (c) while partners' ability to influence decisions above all is affected by the institutional rules, some have more influence than others depending on their organizational capacity and their respective project-officer.
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