Purpose: The study sought to determine the influence of team negotiations on collaborative value within Ashoka Fellows' Organizations in Africa Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data. Findings: The study results revealed that team negotiation significantly influences collaborative value within Ashoka Fellows’ Organizations in Africa. Team Negotiations have a significant influence on collaborative value with an R2 = 0.214, chi-square X2 (10, N=100) = 72.319, p<.05, SRMR=0.090, Rms-theta=0.234, and NFI=0.773. The null hypothesis was rejected. Unique Contribution to Theory, Practice and Policy: The study recommends that negotiating teams should ensure that they know as much as possible about the other side of the negotiation. The teams' perception is vital in the negotiating team's preparedness as they should be aware of what is necessary at every stage of the negotiating process. When negotiating, the focus should be on looking for alternative ways of dealing with the problem before finding a solution that satisfies all members. The evaluation of options during team negotiations should be objective. At large, the negotiating teams should ensure that all members feel comfortable with the solution to the problem raised before making the steps to implement the solution.  

Purpose: The study sought to determine the influence of team information sharing on collaborative value within Ashoka Fellows' Organizations in Africa Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data. Findings: Results revealed that the results confirm that team information sharing significantly influences collaborative value within Ashoka Fellows’ Organizations in Africa. Team Information Sharing has a significant influence on collaborative value witn an R2 = 0.300, chi-square X2 (10, N=100) = 63.010, p<.05, SRMR=0.088, Rms-theta=0.224 and NFI=0.805. The null hypothesis was rejected. Unique Contribution to Theory, Practice and Policy: The study recommends that Team members should ensure the team's information exchange is of good quality as the quality of information sharing that develops collaboration must go beyond necessary factual information to a point where team members can transfer their unique understanding. Also, team members should be willing to share information and engage in sequences of interpretation sharing to build on each other's interpretations and collectively make sense. Teams should embrace timely information sharing, which is critical for collaborative value and the use of technology. To ensure quality and timeliness of information shared, teams should consider both investments in information systems as sharing appropriate information allows the linkage of internal and external knowledge sources by facilitating information flow and providing effective data retrieval mechanisms

This report presents findings from an evaluation of an intervention that was implemented by the Kenya Girl Guides Association (KGGA), with technical guidance from Family Health International (FHI) and PATH. The research team would like to thank the following individuals at the KGGA for their tireless efforts: Mrs. Honorine Kiplagat (former National Chairman), Mrs. Margaret Mwaniki (former Chief Commissioner), Debbie Gachuhi (Independent Consultant), Mrs. Alice Waweru (Project Executive), Mrs. D.P. Shah (former Assistant Chief Commissioner), Mrs. Naomi Zani (Provincial Coordinator, Coast), and Mrs. Wamuyu Mahinda (current Chief Commissioner). Gratitude is also extended to Mrs. Jane Mbugua (Project Officer, HIV/AIDS) and Mrs. Magdalen Waweru (National Trainer, HIV/AIDS) for their exceptional support during all phases of the research. The study team benefited greatly from the KGGA District Coordinators and from the Ministry of Education Offices in the study sites. At FHI, the appreciation is extended to Charity Muturi, Simon Ochieng, Maryann Pribila and Peter Mwarogo. At PATH, the study team would like to thank Rikka Transgrud and Michelle Folsom. Special appreciation is extended to the Girl Guides, fellow students and Guide Leaders, who kindly answered the questionnaires and participated in the study. We are also grateful to the school management for enabling the research to be implemented in their facilities.

Purpose: The study sought to determine the mediating effect of intra-organizational social capital on the relationship between team leadership and collaborative value among Ashoka fellows’ organizations in Africa Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data. Findings: Results revealed that Intra-organizational Social Capital (IOSC) mediates the relationship between team leadership and collaborative value. Before IOSC mediation, team leadership accounted for 34.1% of collaborative value, with an R2 = 0.341, chi-square X2 (10, N=100) = 99.274, p<.05, SRMR=0.096, Rms-theta = 0.227, and NFI=0.745. After IOSC mediation team leadership accounted for 37.1% of collaborative value, with an R2 = 0.371, chi-square X2 (10, N=100) = 152.934, p<.05, SRMR=0.100. Rms-theta = 0.207 and NFI= 0.707. The null hypothesis was rejected. Unique Contribution to Theory, Practice and Policy:  Based on this finding, further research could be a study investigating how teams build their social capital and how intra-organizational social capital can be enhanced to improve teams’ performance. Another recommended study should empirically examine the link between team leadership and collaborative value in other sectors such as private sector organizations and public organizations as well as other regions like Europe or Asia.

The striking of the Covid-19 pandemic, defined by an economic slump, has created an emergency asthe capacity of government and nonprofit services to support communities have been stretched close tobreaking point. Team coaching enables teams to collaboratively co-create structures and processesthat support the needs of organizations. Team coaching has accentuated team productivity, improvedengagement levels, and helped reach commonly accepted team goals as a collective strategic practice.Explanatory sequential mixed-method research design consisting of two distinct phases, namelyquantitative and qualitative approaches, was adopted. The target population constituted 154 AshokaFellows organizations working in 19 countries in Africa. Quantitative data was collected usingstructured questionnaires via an online survey, while qualitative data was collected using interviewguides via Zoom. The collected data were analyzed using SmartPLS software for Structural EquationModeling (SEM) as well as Statistical Package for the Social Sciences (SPSS). The study findingsindicated a significant P-value of 0.012. It was further observed that team coaching accounted for29.2% of the variation in collaborative value. Coaching teams should be encouraged to unleash teams'potential to solve problems and form alignment between how they work, deliver, and their continueddevelopment over time as it creates new insights and awareness and translates the latest insights intomeaningful actions.