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Governing at a distance: Non-governmental organizations' strategic responses to donor pressure - A Minor Field Study from Nepal

Blomqvist, Johan LU (2014) WPMM42 20141
Sociology
School of Social Work
Abstract
This thesis explores the mechanisms through which donors govern the international aid system. By looking closer at the case of donor—NGO relationships in Nepal this paper aims at uncovering the technologies of power used by donors, consequences of these (power effects), and strategic
responses from NGOs. Applying a combined governance and resource dependence approach, through a neo-institutionalist lens, the thesis sheds light on three distinct, but interconnected, managerialist governance technologies (selecting partners; tendering and underfunding; and standardization and scientization). Because very few NGOs are membership-based, the only source of funding are donors – most of them from the global North – with their own interests and... (More)
This thesis explores the mechanisms through which donors govern the international aid system. By looking closer at the case of donor—NGO relationships in Nepal this paper aims at uncovering the technologies of power used by donors, consequences of these (power effects), and strategic
responses from NGOs. Applying a combined governance and resource dependence approach, through a neo-institutionalist lens, the thesis sheds light on three distinct, but interconnected, managerialist governance technologies (selecting partners; tendering and underfunding; and standardization and scientization). Because very few NGOs are membership-based, the only source of funding are donors – most of them from the global North – with their own interests and development strategies.
Thus, each of these technologies applies pressure on NGOs to conform; to maintain their legitimacy and access to resources. As a result NGOs have to adapt and apply standardized tools and matrices, which triggers an increased pressure on NGOs to become professionalized. By recognizing that NGOs are agents, with power to act, we can also see how they use their agency strategically to fulfill their duties to an environment with multiple accountabilities (external and internal), both short-term and
long-term. Normally NGOs either conform to donor demands because of their dependance on funding, or shared normative and cultural-cognitive frameworks; or they avoid donors with different priorities or seemingly complicated conditionalities. However, in-between these two outliers, is an array of diverse strategies – ranging from innovation, leveraging, bargaining, influencing, convincing, buffering (i.e. decoupling and professionalization) and controlling. However unique, also agency is structured; and responses from NGOs are highly dependent on social structures and organizational recipes – blueprints – for their actions. Moreover, consequences of the power technologies and their responses, are further discussed in relation to development as a complex and long-term process, including perspectives on partnerships, ownership, participation, and organizational learning. (Less)
Please use this url to cite or link to this publication:
author
Blomqvist, Johan LU
supervisor
organization
course
WPMM42 20141
year
type
H2 - Master's Degree (Two Years)
subject
keywords
NGOs, non-governmental organizations, governmentality, institutional environment, donor pressure, strategic responses
language
English
id
4618323
date added to LUP
2014-09-16 13:42:37
date last changed
2014-09-16 13:42:37
@misc{4618323,
  abstract     = {{This thesis explores the mechanisms through which donors govern the international aid system. By looking closer at the case of donor—NGO relationships in Nepal this paper aims at uncovering the technologies of power used by donors, consequences of these (power effects), and strategic
responses from NGOs. Applying a combined governance and resource dependence approach, through a neo-institutionalist lens, the thesis sheds light on three distinct, but interconnected, managerialist governance technologies (selecting partners; tendering and underfunding; and standardization and scientization). Because very few NGOs are membership-based, the only source of funding are donors – most of them from the global North – with their own interests and development strategies.
Thus, each of these technologies applies pressure on NGOs to conform; to maintain their legitimacy and access to resources. As a result NGOs have to adapt and apply standardized tools and matrices, which triggers an increased pressure on NGOs to become professionalized. By recognizing that NGOs are agents, with power to act, we can also see how they use their agency strategically to fulfill their duties to an environment with multiple accountabilities (external and internal), both short-term and
long-term. Normally NGOs either conform to donor demands because of their dependance on funding, or shared normative and cultural-cognitive frameworks; or they avoid donors with different priorities or seemingly complicated conditionalities. However, in-between these two outliers, is an array of diverse strategies – ranging from innovation, leveraging, bargaining, influencing, convincing, buffering (i.e. decoupling and professionalization) and controlling. However unique, also agency is structured; and responses from NGOs are highly dependent on social structures and organizational recipes – blueprints – for their actions. Moreover, consequences of the power technologies and their responses, are further discussed in relation to development as a complex and long-term process, including perspectives on partnerships, ownership, participation, and organizational learning.}},
  author       = {{Blomqvist, Johan}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Governing at a distance: Non-governmental organizations' strategic responses to donor pressure - A Minor Field Study from Nepal}},
  year         = {{2014}},
}