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Abstract

Partnership and capacity building have become popular strategies among intermediary nongovernmental organizations (NGOs). Partnership is viewed as a cure for centrally managed bureaucratic NGOs and capacity building as a measure for strengthening local NGOs. This article examines the case of an intermediary NGO that followed a unique strategy combining capacity building through partnership. Through this, it reveals the trade-offs involved in the choice of an appropriate governance structure. It was found that although the decentralized network form of governance proved to be a powerful innovation, it presented a paradox. Especially in this case where the goal was transmission of specific values and perspectives about sustainable development, such a strategy posed a complex set of trade-offs. Drawing from the experience of this organization, the author suggests that a “plural form” organization may provide maximum governance efficiency for intermediary NGOs like the one examined here. These insights may also apply to social movement organizations.

Keywords

capacity building intermediary nongovermental organizations partnership model governance centralization decentralization

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Capacity Building Through Partnership: Intermediary Nongovernmental Organizations as Local and Global Actors

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