Academic-Ngo Collaboration in International Development Research: A Reflection on the Issues

Aniekwe, Chika Charles; Hayman, Rachel; Toner, A.

doi:10.2139/ssrn.2995689

Cited by 59 publications

(69 citation statements)

References 32 publications

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“…First, INGOs may purposefully select and involve organizations that have architectural knowledge (i.e., an understanding about how different resources can be integrated into a coherent whole, as described by Brusoni et al., ). For instance, University College London, Oxford University, Syracuse University, and Bath University have collaborated to develop approaches that help INGOs to frame interventions in such a way to maximize effectiveness at both organizational and supply chain levels of analysis (e.g., Aniekwe et al., ). Second, INGOs may co‐opt organizations with sufficient legitimacy, authority, and power to direct other organizations in the supply chain to prioritize long‐term benefits, possibly by signing memoranda of understanding.…”

Section: Supply Chain Dynamismmentioning

confidence: 99%

EMERGING DISCOURSE INCUBATOR: Delivering Transformational Change: Aligning Supply Chains and Stakeholders in Non‐Governmental Organizations

Gualandris

Klassen

2018

J Supply Chain Manag

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Governments and global corporations increasingly both confront and rely on international non‐governmental organizations (INGOs) to identify, design, and deliver interventions that prompt transformational change in societies, industries, and supply chains. For INGOs, transformational change is defined as a fundamental, long‐lasting reframing of a social or industrial system through synergistically altering the knowledge, practices, and relationships of multiple stakeholder groups. With each intervention, the focal INGO assembles its own complex supply chain of nonprofit organizations and for‐profit firms to provide the necessary resources and skills. While prior supply chain management literature provides a good starting point, with some generalizability to the nonprofit sector, this study begins with several key differences to explore how interventions are delivered, and then, how INGOs’ supply chains must be aligned. In doing so, at least three critical factors must be taken into account to improve alignment: stakeholder‐induced uncertainty; supply chain configuration; and supply chain dynamism. By synthesizing these factors with prior literature and emerging anecdotal evidence, tentative frameworks and research questions emerge about how INGOs can better leverage their supply chains, thereby offering a basis for scholars in supply chain management to build a much richer and more nuanced research understanding of INGOs.

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Section: Supply Chain Dynamismmentioning

confidence: 99%

EMERGING DISCOURSE INCUBATOR: Delivering Transformational Change: Aligning Supply Chains and Stakeholders in Non‐Governmental Organizations

Gualandris

Klassen

2018

J Supply Chain Manag

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“…Smith & Reilly, 2013); and partnerships between Higher Education Institutions (HEIs) and International Non-Governmental Organisations (INGOs) (e.g. Aniekwe, Hayman, & Mdee, 2012;Hanley & Vogel, 2012, Stevens, Hayman, & Mdee, 2013.…”

Section: Introductionmentioning

confidence: 99%

Rethinking research partnerships: Evidence and the politics of participation in research partnerships for international development

Fransman

Newman

2019

J of Intl Development

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This article responds to the drive for research partnerships between academics and practitioners, arguing that while potential benefits are clear, these are frequently not actualized resulting in partnerships that are ineffectual or worse, exacerbate damaging or inequitable assumptions and practices. In order to understand/improve partnerships, a systematic analysis of the interrelationship between what counts as evidence and dynamics of participation is proposed. Drawing on data from a seminar series and iterative analysis of seven case studies of partnerships between Higher Education Institutions and International Non‐Governmental Organisations, the article concludes by suggesting substantial shifts in the theory and practice of partnerships. © 2019 The Authors Journal of International Development Published by John Wiley & Sons Ltd

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“…Three resources consistently discussed are funding, staff time and research skills [ 25 , 26 , 29 , 31 , 41 , 46 ]. These three resources of funds, time and skills are also frequently noted in discussions of NGO research [ 2 , 8 , 9 , 18 , 22 , 32 – 35 ], and they emerged as priorities for the NGOs in our research. Consequently, while recognising that capacity to conduct research involves many more components, including wider organisational abilities such as strategic vision or networking [ 42 ], we focus on research funding, staff time and skills to reflect primary concerns in the literature and among our research participants.…”

Section: Introductionmentioning

confidence: 88%

“…Although an extensive literature examines capacity for health research [ 25 – 31 ], this literature focuses on academic institutes and think tanks, rather than on NGOs where research is an additional function alongside service delivery and advocacy. Within reports on NGO involvement in research, limited capacity to conduct research is frequently noted [ 2 , 8 , 9 , 18 , 22 , 32 – 35 ]. However, these reports provide little detail on factors that limit capacity or indication of how and why capacity varies between NGOs.…”

Section: Introductionmentioning

confidence: 99%

Capacity to conduct health research among NGOs in Malawi: Diverse strengths, needs and opportunities for development

2018

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BackgroundThe role of non-governmental organisations (NGOs) in health research has attracted growing attention. NGOs are important service providers and advocates in international health, and conducting research can help NGOs to strengthen these service delivery and advocacy activities. However, capacity to conduct research varies among NGOs. There is currently limited evidence on NGOs’ research capacity that can explain why capacity varies or indicate potential areas for support. We examined NGOs’ capacity to conduct research, identifying factors that affect their access to the funds, time and skills needed to undertake research.MethodsWe examined research capacity through qualitative case studies of three NGOs in Malawi, including one national and two international NGOs. Data were generated through interviews and focus groups with NGO staff, observation of NGO activities, and document reviews.ResultsAvailability of funding, skills and time to conduct research varies considerably between the case NGOs. Access to these resources is affected by internal processes such as sources of funding and prioritisation of research, and by the wider environment and external relationships, including the nature of donor support. Constraints include limited ability to apply for research funding, a perception that donors will not support research costs, lack of funding to hire or train research staff, and prioritisation of service delivery over research in funding proposals and staff schedules.ConclusionThe findings suggest strategies for NGOs and for donors interested in supporting NGOs’ research capacity. Above all, the findings reinforce the importance of initial capacity assessments to identify organisational needs and opportunities. In addition, the need for time and funding as well as skills suggests that strengthening NGOs’ research capacity will often require more than research training.

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Academic-Ngo Collaboration in International Development Research: A Reflection on the Issues

Cited by 59 publications

References 32 publications

EMERGING DISCOURSE INCUBATOR: Delivering Transformational Change: Aligning Supply Chains and Stakeholders in Non‐Governmental Organizations

EMERGING DISCOURSE INCUBATOR: Delivering Transformational Change: Aligning Supply Chains and Stakeholders in Non‐Governmental Organizations

Rethinking research partnerships: Evidence and the politics of participation in research partnerships for international development

Capacity to conduct health research among NGOs in Malawi: Diverse strengths, needs and opportunities for development

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