This page provides access to a series of thematic papers to stimulate reflection and policy discussions. At this stage, 2 papers are ready and three papers are under preparation.
- Networks as a Form of Capacity
- Framework for Capacity Assessment
- Monitoring and Evaluation of Capacity
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Papers
Organizational legitimacy, capacity and capacity development - Derick Brinkerhoff (2005)
Among the findings of ECPDM's study on capacity development is the role of organisational legitimacy as a factor in successful capacity building and performance. This reflection paper examines: differing definitions; types and sources of legitimacy; links between legitimacy and organisational capacity, performance, and sustainability; and strategies for building and maintaining legitimacy. It also discusses a selected set of the ECDPM cases in terms of legitimacy. Legitimate organisations meet and conform to societal expectations, and as a result are accepted, valued, and taken for granted as right, fitting, and good.
The literature identifies three types of legitimacy: normative, pragmatic, and cognitive. Normative legitimacy is accorded to an organisation when it reflects socially acceptable/desirable norms, standards, and values. Pragmatic legitimacy relates to the instrumental value of the organisation for its stakeholders in terms of how it fulfils their self-interest. Cognitive legitimacy is produced when an organisation pursues objectives and activities that society understands and values as "making sense." Legitimacy is conferred when organisations are perceived by influential constituencies as being consistent or in alignment with: a) broadly shared societal conceptions of appropriate goals and procedures; b) law, including constitutional frameworks, enabling legislation, statutory law, and regulations; c) standards, codes, and licensing; and d) performance expectations.
Managerial actions related to legitimacy concern aligning the organisation with its environment. Alignment strategies can be divided into three categories: a) conforming— imitating other organisations that are accepted and valued; b) informing—communicating with constituents using terminology and images that confer legitimacy; and c) manipulating—exploiting myths and ceremonies to influence constituents' perceptions, sometimes to the point of reframing social reality. An organisation is unlikely to be able to satisfy all constituents who may confer or withhold legitimacy. Which ones an organisation courts for their legitimizing resources becomes an issue of power.
Organisations need legitimacy for long-term survival and sustainability. A key factor in achieving sustained impact in international development settings is the legitimacy of externally introduced capacity-building innovations or reforms.
Brinkerhoff. 2005. Organizational legitimacy, capacity and capacity development. ECDPM Discussion Paper 58A
Idea and Practice of Systems Thinking and their Relevance for Capacity Development - Peter Morgan (2005)
Morgan. Idea and Practice of Systems Thinking and their Relevance for Capacity Development - DRAFT TO BE REVISED. 2005.
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