The term network has become a hallmark of the development industry. In principle networks have the potential to provide a more flexible and non-hierarchical means of exchange and interaction that is also more innovative, responsive and dynamic whilst overcoming spatial separation and providing scale economies. Although the label networks currently pervades discourses about the relationships between organisations in development, there has been surprisingly little research or theorisation of them. This article is a critical evaluation of the claims of developmental networks from a theoretical perspective. While networks are regarded as a counter hegemonic force we argue that networks are not static entities but must be seen as an ongoing and emergent process. Moreover theory overlooks power relationships within networks and is unable to conceptualise the relationship between power and values. These observations open up a research agenda that the authors are exploring empirically in forthcoming publications.

This article examines NGOs as strategic organizations that form coalitions in order to influence other actors, particularly international financial institutions. It has three primary aims: to examine NGOs as strategic organizations; to look at a particular type of NGO network, the coalition, which unlike a network involves more value and commitment; and to assess the factors that contribute to their strategies such as changes to the NGO environment. To do this, the resource dependency perspective is utilized to evaluate the influence of various resources (funding, legitimacy and information) on NGOs’ organizational strategy. Oxfam International, the NGO Working Group on the World Bank, and the Bretton Woods Project are three NGO coalitions examined. I conclude that there are differences between NGO networks and coalitions and that the coalitions strategically act and react to changing resources in their environments.

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