A Capacity-Building Framework: A Search for Concept and Purpose

“…It was noted, for example, that GRCA has been at the forefront of positive change in the watershed despite vagueness in certain provincial water resource management policies. The commitment of the GRCA to involving the public in various citizen science programmes has also been especially helpful in community capacity building (see Honadle 1981).…”

Section: Additional Institutional Requisites For W-ceammentioning

confidence: 99%

Institutional considerations in watershed cumulative effects assessment and management

Chilima

Gunn

Noble

et al. 2013

Impact Assessment and Project Appraisal

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This paper examines the role of institutional arrangements as either facilitating or constraining the practice of watershed cumulative effects assessment and management (W-CEAM) within the context of the Grand River watershed (GRW), Canada. The research is based on document review, a focus group and 29 interviews conducted with academic experts, project proponents, government and watershed agencies representatives, non-governmental organization researchers, First Nations, and others with interest in the GRW. Information was gathered on existing policy and planning instruments, and relationships among the authorities and other partners that enable water resource management. Key facilitating factors for W-CEAM in the GRW include established institutions, a mature conservation authority and an ecological focus to resource management strategies, while constraining factors include obfuscation of leadership roles and lack of multi-scalar approaches to watershed science. We conclude that it is useful to conceptualize W-CEAM as characterized by both a managerial and a scientific ethos -the former facilitating the latter -and that institutional goodwill, political will and institutional capacity for innovation and creativity are additional institutional core requisites to W-CEAM.

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“…At another level, firm-level capacity building entails investments in training and development to equip employees to enhance their performance and to deliver better organizational outcomes (Honadle, 1981;Lenz, 1980;World Bank, 2005). It has been suggested that some firms respond to competitive pressures arising from market competition by engaging in capacity-building initiatives to improve their value-adding activities, reduce costs, minimize waste, and increase customer satisfaction (Metcalfe & Rees, 2005;Wu & Blackhurst, 2009).…”

Section: Capacity Building and Network: A New Perspectivementioning

confidence: 99%

Business and government interdependence in emerging economies: Insights from hotels in Ghana

Amankwah‐Amoah

Debrah

Honyenuga

et al. 2017

Journal of Tourism Research

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Although social science research is replete with scholarly works on capacity building, relatively few studies have focused on how government can induce capacity building among privately owned enterprises in emerging economies. We seek to fill the lacuna in our understanding by examining how a government can induce capacity building among privately owned enterprises.The study adopted a qualitative approach using semi-structured interviews with hotel owners, employees, and managers, as well as government officials in Ghana to examine the issue. We identified three unique stages through which such capacity-building initiatives unfold encompassing diagnosing, renewal, and customer centricity. The study revealed that capacity building through collaborative partnership was partly motivated by desire to overcome societal resistance to services seen as "tainted." The concluding section outlines a number of theoretical and practical implications. KEYWORDSAfrica, capacity building, Ghana, government, hotels | INTRODUCTIONOver the past four decades, accelerated globalization has been accompanied by the increasing contribution of services to the global economy (Jayaraman & Luo, 2006;Vargo & Lusch, 2004). In parallel, many governments have formulated and implemented industrial policies geared towards opening up their economies to capture the benefits of globalization. In many developing countries, capacity building is one such policy (Farazmand, 2009;Tjosvold, Peng, Chen, & Su, 2008). In general, such policy is consistent with findings from prior studies that have highlighted the view that governments can play a role in firm-level capacity building (Cammett, 2007;Cull, Navajas, Nishida, & Zeiler, 2015;Farazmand, 2009;Ha & Kang, 2015;Shao, Hernández, & Liu, 2015;Tjosvold et al., 2008). In many instances, governments in collaboration with companies, industries, customers, and suppliers have engaged in capacity-building initiatives to create a sustainable business model (see also Suntikul & Dorji, 2015).Yet a closer look at the existing literature suggests that, despite some research on business and government interdependence and collaboration (Tian, Shi, Hafsi, & Tian, 2017;Tjosvold et al., 2008;Wong, Wei, & Tjosvold, 2015) and capacity development (e.g., Farazmand, 2009;Stephens et al., 2017;Victurine, 2000), our understanding of capacity building through collaborative partnership between government and business remains severely limited (see Shao et al., 2015). By capacity building through collaborative partnerships, we are referring to a situation where multiple stakeholders are mobilized and resources marshalled towards building firms' capabilities and fulfilling their role within the national economy.Against this backdrop, the main purpose of this study is to examine how a government can induce capacity building among privately owned enterprises in an emerging economy. We focus on Ghana and the hotel industry for a number of reasons. Since the late 1950s, when Ghana gained independence, it has been touted as a "Bea...

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A Capacity-Building Framework: A Search for Concept and Purpose

Cited by 239 publications

References 5 publications

The role of the psychological contract in knowledge management

The role of the psychological contract in knowledge management

Institutional considerations in watershed cumulative effects assessment and management

Business and government interdependence in emerging economies: Insights from hotels in Ghana

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