scholarly journals A Positive Project Outcome: Lessons from a Non-Dominant Government University-Based Program

2020 ◽  
Vol 7 (2) ◽  
pp. 3
Author(s):  
Anne Namatasi Lutomia ◽  
Julia Bello-Bravo ◽  
John Medendorp ◽  
Barry Pittendrigh
Keyword(s):  
Decision Making ◽  
International Development ◽  
Problem Domain ◽  
Governmental Organization ◽  
Development Agency ◽  
Project Outcome ◽  
Organizational Autonomy ◽  
History Of ◽  
Shared Problem

This article explores factors contributing to a non-dominant collaboration paradigm in a partnership between a government-based international development agency and a university-based non-governmental organization. Anchored in Wood’s and Gray’s collaborative framework, this article describes how the steeply hierarchical partnership navigated the elements of collaboration – organizational autonomy; shared problem domain; interactive processes; shared rules, norms, and structures; and decision making – to produce non-dominant values and practices deriving from negotiated processes, rules, norms, and structures that produced positive collaboration outcomes. In particular, a history of prior mutually beneficial interactions emerges as a critical precondition for achieving a non-dominant collaboration in this case study’s steeply hierarchical organizational relationship, one in which egalitarianism and equal decision-making regarding the agenda and the goals of the collaboration could have been highly constrained.

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