Managing International Development Agencies (IDAs)

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dc.creatorKiraka, Ruth
dc.creatorManning, Karen
dc.creatorArmstrong, Anona
dc.date04/25/2012
dc.dateWed, 25 Apr 2012
dc.dateThu, 25 Apr 2013 12:20:14
dc.dateYear: 2004
dc.dateThu, 25 Apr 2013 12:20:14
dc.date.accessioned2015-03-18T11:28:53Z
dc.date.available2015-03-18T11:28:53Z
dc.descriptionPapers presented at the Fourth International Conference on Knowledge, Culture and Change in Organisations, University of Greenwich in London, United Kingdom, 3-6 August 2004.
dc.descriptionInternational development agencies (IDAs) operate in a context of diverse stakeholder interests. This requires them to consider the significance of each category of stakeholders to determine the level of interest and power to influence the operations of the IDA. Using interviews and mail questionnaires, fifty-six Australian-based IDAs were examined to determine the extent to which they perceive external stakeholders as influencing their work. The research showed that two categories of stakeholders – donors and governments, were considered the most influential and powerful, hence the need to give priority to their expectations and needs. The “weaker” stakeholders – development clients and partner agencies, had a high level of interest but low power of influence over IDAs. However, they legitimise the existence of IDAs, hence their needs cannot be overlooked. The challenge for the IDA is in balancing the needs of its different categories of stakeholders as ignoring some could result in undermining its credibility.
dc.description.abstractInternational development agencies (IDAs) operate in a context of diverse stakeholder interests. This requires them to consider the significance of each category of stakeholders to determine the level of interest and power to influence the operations of the IDA. Using interviews and mail questionnaires, fifty-six Australian-based IDAs were examined to determine the extent to which they perceive external stakeholders as influencing their work. The research showed that two categories of stakeholders – donors and governments, were considered the most influential and powerful, hence the need to give priority to their expectations and needs. The “weaker” stakeholders – development clients and partner agencies, had a high level of interest but low power of influence over IDAs. However, they legitimise the existence of IDAs, hence their needs cannot be overlooked. The challenge for the IDA is in balancing the needs of its different categories of stakeholders as ignoring some could result in undermining its credibility.
dc.formatVolumes:4
dc.identifier1447-9575
dc.identifier
dc.identifier.urihttp://hdl.handle.net/11071/3485
dc.languageeng
dc.publisherwww.Management-Journal.com
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dc.subjectInternational Development Agencies
dc.subjectExternal Stakeholders
dc.subjectDevelopment Management
dc.subjectAustralia
dc.titleManaging International Development Agencies (IDAs)
dc.typeArticle
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