Twentieth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

Under the auspices of capacity development, international nongovernmental organizations (INGOs) establish partnerships with national non-governmental organizations (NNGOs) in order to carry out project mandates. Proponents of these partnerships argue that this is a win-win for both the INGOs and NNGOs because said partnerships ground projects in the local context while building the capacity of NNGOs to implement the programs, thus increasing the survivability of the organization. However, “capacity” is defined by the broader early childhood development (ECD) network; a network comprised of international organizations and state actors that shape behavioral norms for NGOs. The purpose of this paper is to examine whether or not NGOs adopt various institutionalized behaviors as a way of securing legitimacy within their networks; and if the effectiveness of ECD programs and interventions is shaped by these decisions. Drawing on data from in-depth interviews and focus group discussions, this paper explores how individuals connected to organizations understand 1) the relationship their NGO has with the broader network of ECD actors in Rwanda; 2) if this relationship informs why their NGO is structured in particular ways; 3) how these structures shape program implementation; and 4) if they believe there is a trade-off between organizational legitimacy and program effectiveness. This paper contributes to a growing body of literature on global health networks and inter-organizational cooperation. Moreover, it provides deeper insights into factors that inhibit or facilitate such cooperation and ultimately influence the outcomes of ECD projects.