Do results-based management frameworks frustrate or facilitate effective development practice? Irish international development sector experiences

Murphy, Susan P.; Friel, Enida; McKiernan, Grace; Considine, P.; Marco, Angelina De; Cunningham, Aaron J.; Middlehurst, Molly

doi:10.1080/09614524.2019.1604631

Cited by 3 publications

(1 citation statement)

References 17 publications

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“…For NGOs or any other organizations, the internal process to ensure work efficiency and effectiveness should be encouraged, if not already present (Fowler, 1997; Lewis, 2014). This unavoidably entails a certain level of managerialism while the emphasis on accountability and a results‐based approach does not automatically result in development effectiveness (see, e.g., Ferrero y de Loma‐Osorio & Zepeda, 2014; Murphy et al, 2019; Sabbi & Stroh, 2020; Sjostedt, 2013).…”

Section: Analysis: Questions Of Mutuality and Participationmentioning

confidence: 99%

Empowering or managing the locals? Within‐organizational power relations and capacity building of Korean NGOs in Cambodia

Yang

2022

J of Intl Development

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Partnership is ubiquitous in international development discourse, but it is unclear whether development relationships have become less hierarchical. This study looks beyond the usual North-South inter-organizational partnerships, to examine within-organizational dynamics. It examines participation in the context of two South Korean non-governmental organizations (NGOs) in Cambodia. Findings based on qualitative interviews with Korean leaders and local Cambodian managers show shortfalls yet overall improvements in participation, with a shift from a managerialist to a more praxis approach. The study shows that examining within-organizational power relations provides an important window into the real nature of participation, empowerment and partnership in development cooperation practices. K E Y W O R D S capacity building, development partnership, Korean aid, NGOs, participation 1 | INTRODUCTION 'Partnership' entered the international development discourse in the 1970s and became mainstream with the World Bank's Partnership for Development (Kamel et al., 1998) and the 2005 Paris Declaration. Partnership is understood to entail trust, respect and reciprocity, transparency, and accountability (Schaaf, 2015), and to be vital for efficient and effective development. The term refers to the funding and capacity building relationships between international and local non-governmental organizations (NGOs), or to the contracting relationships between entities, such as NGOs and the government or the private sector. Partnership, therefore, is one type of 'management of relationships' or

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Section: Analysis: Questions Of Mutuality and Participationmentioning

confidence: 99%

Empowering or managing the locals? Within‐organizational power relations and capacity building of Korean NGOs in Cambodia

Yang

2022

J of Intl Development

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Lunettes féministes intersectionnelles pour envisager une localisation de l'aide inclusive et sensible au genre

Beaulieu

Robitaille

Laganière-Bolduc

et al. 2022

Canadian Journal of Development Studies / Revue canadienne d'ét

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NGO Accountability: A Conceptual Review across the Engaged Disciplines

Kaba

2021

International Studies Review

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Non-governmental organizations (NGOs) are pivotal actors in international affairs. They manage billions of dollars in funding, work all around the world, and shape global policies and standards. It thus comes as no surprise that the subject of accountability has drawn the interest of an increasing number of scholars across disciplines. Though there seems to be agreement about its desirability, accountability is also described as chameleon-like and ambiguous. And despite calls for more cross-disciplinary learning and conceptual clarity, there does not exist a comprehensive review of accountability conceptualizations across and within disciplines, or how the different meanings relate to each other. Based on the conceptual review of 217 research articles published within the last twenty years, this study identifies and analyzes conceptualizations of accountability in the major journals of five engaged disciplines: accounting, development studies, international relations and political science, organization studies and management, and public administration. Integrating this broad scholarship reveals that: (1) there exist 113 different conceptualizations of accountability, 90 of which are rarely used and appear in less than 5 percent of all analyzed articles, (2) scholars have used forty-three different conceptualizations in 2019 compared to seventeen conceptualizations in 2009, (3) many conceptualizations refer to same phenomena by different name (duplication), and different phenomena by the same name (conflict), and that (4) conceptual ambiguity contributes to ambiguity among the forty different terms used to measure and operationalize accountability. These findings illustrate a lack of cross-disciplinary learning and accumulation of knowledge, and suggest that new conceptualizations be introduced only if one or more of the 113 existing ones don't already capture an idea sufficiently. The purpose of this article is to serve as a concept map for scholars when debating and charting new directions for the study of accountability.

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Do results-based management frameworks frustrate or facilitate effective development practice? Irish international development sector experiences

Cited by 3 publications

References 17 publications

Empowering or managing the locals? Within‐organizational power relations and capacity building of Korean NGOs in Cambodia

Empowering or managing the locals? Within‐organizational power relations and capacity building of Korean NGOs in Cambodia

Lunettes féministes intersectionnelles pour envisager une localisation de l'aide inclusive et sensible au genre

NGO Accountability: A Conceptual Review across the Engaged Disciplines

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