Paper short abstract:

Power relations within INGOs deserve attention to make development partnerships more effective and just. The study examines intra-organizational dynamics, beyond the usual inter-organizational partnerships. Our cases of Korean donors in Cambodia alternate between managerialism and a praxis approach.

Paper long abstract:

‘Partnership’ is everywhere in international development discourse, but it is unclear whether development relationships have become less hierarchical in practice. This study looks beyond the usual North-South inter-organizational partnerships, to examine intra-organizational dynamics. Questions of unequal power and voice between international and local staff within organizations deserve attention in efforts to make international development cooperation both more effective and more just. This paper presents case studies of South Korean NGOs in Cambodia. Findings from qualitative discourse analysis based on semi-structured interviews with Korean leaders and local Cambodian managers show that these emerging donors alternate between managerialism and a praxis approach. Opportunities for local managers’ capacity building are provided and encouraged; yet, most processes follow pre-established donor approaches and guidelines from headquarters. Korean directors do not see the locals (both their local staff and local communities as local partner groups) as ready for complete localization, while local managers seek more vision-sharing, chances for independent decision-making. The study shows the potential of examining intra-organizational power relations in providing an important window of observation to understand the real nature of agency, participation, empowerment and partnership in development cooperation practices.