Description
Presentation on International Development Partnerships and Diffusion of Renewable Energy Technologies in Developing Countries:- Renewable energy is energy that comes from resources which are continually replenished such as sunlight, wind, rain, tides, waves and geothermal heat. About 16% of global final energy consumption comes from renewable resources, with 10%[discuss] of all energy from traditional biomass, mainly used for heating, and 3.4% from hydroelectricity. New renewables (small hydro, modern biomass, wind, solar, geothermal, and biofuels) accounted for another 3% and are growing very rapidly.
Presentation on International Development Partnerships and Diffusion of Renewable Energy Technologies in Developing Countries
Outline
Background Rationale Research Qs Conceptual framework Methodology Findings Conclusions
Background
1.4 billion of the world population do not have access to electricity Decentralized renewable energy technologies affordable and sustainable solution for rural communities in much of the developing world International development NGOs are actively involved in the introduction and diffusion of renewable energy technologies in developing countries and operate development partnerships Development partnerships are increasingly promoted as vehicles to achieve development goals
Knowledge Gaps
Partnerships are approached in a linear way ignoring the complexity of interactions within the partnerships and their broader settings, goals and interactions (Selsky & Parker, 2005). Process issues have received more attention than outcome issues (Dowling et al, 2003).
Research Questions
What is the nature of NGO-driven development partnerships involved in the diffusion of renewable energy technologies in the poverty context? What makes these partnerships effective?
Definition
Development partnerships can be generally understood as "an agreed relationship based on a set of linkages between two or more agencies within a development project, involving a division of roles and responsibilities, a sharing of risks, and the pursuit of joint objectives [...]" (Lewis, 2007, p. 96).
Interdisciplinary Approach
Development
Partnership Management
Innovation
Q1: Nature of Partnerships
Innovation system (IS) framework is applied to describe the actors in the studied partnerships, their roles, linkages between these actors, drivers and challenges to the partnerships, contextual factors. IS framework proved to be a useful analytical tool for mapping partnerships and positing them in a larger set of interactions and actors.
Q2: Partnerships Effectiveness
Development Studies
Effectiveness Factors Partnership Dynamics Satisfaction with the goals achievement Benefits to partners Partner satisfaction with the relationship
Partnership Outcomes Goal achievement Impact on the beneficiaries Project sustainability and scalability
Partnership Effectiveness
Research Methodology
Two stage approach: theoretical propositions developed through Costa Rica study are the basis for Peru study
Case Study in Costa Rica:
- Documentation & archival
Case Study in Peru
- Documentation & archival
records review - 21 semi-structured interviews
records review - 40 semi-structured interviews
Qualitative, exploratory research
Costa Rica Study: Talamanca
Poorest canton in Costa Rica The Social Development Index 9.75 for Talamanca Talamanca population: 33,569 Bribri Indigenous people~8,000 Cabécar Indigenous people ~4,000 Organic production of plantain, banana and cocoa Limited access to health care, education, and transportation High illiteracy rates Low education levels Infant mortality and malnutrition much higher than the national average
Lighting Sources
$30/month for a family of four
Candle photo: Courtesy Brian Minielly
Peru Study: Cajamarca
Total population >1.4 million Third poorest regions in Peru 64.5 % people below poverty line Subsistence agriculture, agroforestry and animal husbandry A host to Yanacocha, one of the world's largest goldmines
Map is courtesy of John M. Steed
Electricity access in Peru & Cajamarca
78%
40%
13%
Peru
Cajamarca
San Pablo
Countrywide 6 million people without access to electricity
Costa Rica: Partnership Model
Business
Community
National Gov't
INGOs
Local Community Org Local Gov't
Donors
Peru: Partnership Model
PA regional offices Practical Action UK office Municipality National Gov't
Practical Action Latin America Donors Other NGOs
Community Actors 1. Users 2. Supervisory Committee 3. Enterprise
Business
Partnership Effectiveness
Effectiveness Measures PARTNERSHIP DYNAMICS Partner satisfaction with the goal achievement Partner satisfaction with the relationship Financial benefits Reputational benefits Technological benefits PARTNERSHIP OUTCOMES Goal achievement Project sustainability Development reach Benefits to users +++ +++ +++ ++ +++ ++ +++ ++ ++ +++ +++ +++ +++ +++ +++ Costa Rica: ACEM Solar Lighting Initiative (200808/2010) Costa Rica: APPTA Solar Lighting Initiative (200408/2010) Peru: Practical Action Cajamarca Initiative
+++ +++ +++ +++
++ ++ ++
+++ +++ +++ +++
Nature of Partnerships
The more complex the technology, the greater the number and diversity of actors involved in the partnership. The more decentralized the political system, the more likely that the local government actors will be involved.
Partnership Drivers
Partnership Drivers Responding to government and market failures Resource (inter-) dependency in technology, capacity and financing Reducing associated costs Implementation strategy which emphasizes local capacity building Prior relationships Existing theory Institutional theory (Mayer & Rowan, 1977; Scott, 1987) Resource dependence (Pfeffer & Salancik, 1978), Reciprocity models (Molnar, 1978), Transaction cost theory (Williamson, 1975) Strategic management theory (Grey & Wood, 1991) Social network theory (Wasserman & Faust, 1994, Scott, 2000)
Partnership Dynamics Factors
clear roles & responsibilities confidence & trust regular & open communication
complementary expertise & capacities
personality match
shared values & g o a ls
Partnership Dynamics
continuity of staff
Partnership Outcomes Factors
Socio-economic aspects Cultural aspects
Local Champion
Institutional influences Market conditions
Community Involvement
Partnership Outcomes
Organizational Capacity
Appropriate Technology
Research Implications
Theory Practice
Holistic approach to effectiveness (process view+ outcome view) Theoretical propositions re development partnership effectiveness Signals new factors for future research
Building "environment for sustainability" Donors to fund long-term and beyond equipment Governments to consider alternative approaches to energy provision in remote communities
References
Dowling, B., Powell, M., & Glendinning, C. (2004). Conceptualising successful partnerships. Health and Social Care in the Community, 12(4) 309-317. Gray, B., & Wood, D. J. (1991). Collaborative alliances: Moving from practice to theory. Journal of Applied Behavioral Science, 27(1), 3-21. Lewis, D. (2007). The management of non-governmental development organizations (2nd ed.). UK: Routledge. Meyer, J.W., & Rowan, B. (1977). Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83, 340-63. Molnar, J. (1978). Comparative organizational properties and interorganizational interdependence. Sociology and Social Research, 63, 24-48. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper and Row. Scott, J. (2000). Social Network Analysis: A Handbook (2nd Ed). Newberry Park, CA: Sage. Scott, W. R. (1987). The adolescence of institutional theory. Administrative Science Quarterly, 32(4), 493 Selsky, J, & Parker, B. (2005). Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice. Journal of Management, 31(6), 849-873. Wasserman, S., & Faust, K. (1994). Social Network Analysis: Methods and Applications. Cambridge: Cambridge University Press. Williamson, O. E. (1975). Markets and hierarchies: Analysis and anti-trust implications. New York: Free Press.
doc_707329636.docx
Presentation on International Development Partnerships and Diffusion of Renewable Energy Technologies in Developing Countries:- Renewable energy is energy that comes from resources which are continually replenished such as sunlight, wind, rain, tides, waves and geothermal heat. About 16% of global final energy consumption comes from renewable resources, with 10%[discuss] of all energy from traditional biomass, mainly used for heating, and 3.4% from hydroelectricity. New renewables (small hydro, modern biomass, wind, solar, geothermal, and biofuels) accounted for another 3% and are growing very rapidly.
Presentation on International Development Partnerships and Diffusion of Renewable Energy Technologies in Developing Countries
Outline
Background Rationale Research Qs Conceptual framework Methodology Findings Conclusions
Background
1.4 billion of the world population do not have access to electricity Decentralized renewable energy technologies affordable and sustainable solution for rural communities in much of the developing world International development NGOs are actively involved in the introduction and diffusion of renewable energy technologies in developing countries and operate development partnerships Development partnerships are increasingly promoted as vehicles to achieve development goals
Knowledge Gaps
Partnerships are approached in a linear way ignoring the complexity of interactions within the partnerships and their broader settings, goals and interactions (Selsky & Parker, 2005). Process issues have received more attention than outcome issues (Dowling et al, 2003).
Research Questions
What is the nature of NGO-driven development partnerships involved in the diffusion of renewable energy technologies in the poverty context? What makes these partnerships effective?
Definition
Development partnerships can be generally understood as "an agreed relationship based on a set of linkages between two or more agencies within a development project, involving a division of roles and responsibilities, a sharing of risks, and the pursuit of joint objectives [...]" (Lewis, 2007, p. 96).
Interdisciplinary Approach
Development
Partnership Management
Innovation
Q1: Nature of Partnerships
Innovation system (IS) framework is applied to describe the actors in the studied partnerships, their roles, linkages between these actors, drivers and challenges to the partnerships, contextual factors. IS framework proved to be a useful analytical tool for mapping partnerships and positing them in a larger set of interactions and actors.
Q2: Partnerships Effectiveness
Development Studies
Effectiveness Factors Partnership Dynamics Satisfaction with the goals achievement Benefits to partners Partner satisfaction with the relationship
Partnership Outcomes Goal achievement Impact on the beneficiaries Project sustainability and scalability
Partnership Effectiveness
Research Methodology
Two stage approach: theoretical propositions developed through Costa Rica study are the basis for Peru study
Case Study in Costa Rica:
- Documentation & archival
Case Study in Peru
- Documentation & archival
records review - 21 semi-structured interviews
records review - 40 semi-structured interviews
Qualitative, exploratory research
Costa Rica Study: Talamanca
Poorest canton in Costa Rica The Social Development Index 9.75 for Talamanca Talamanca population: 33,569 Bribri Indigenous people~8,000 Cabécar Indigenous people ~4,000 Organic production of plantain, banana and cocoa Limited access to health care, education, and transportation High illiteracy rates Low education levels Infant mortality and malnutrition much higher than the national average
Lighting Sources
$30/month for a family of four
Candle photo: Courtesy Brian Minielly
Peru Study: Cajamarca
Total population >1.4 million Third poorest regions in Peru 64.5 % people below poverty line Subsistence agriculture, agroforestry and animal husbandry A host to Yanacocha, one of the world's largest goldmines
Map is courtesy of John M. Steed
Electricity access in Peru & Cajamarca
78%
40%
13%
Peru
Cajamarca
San Pablo
Countrywide 6 million people without access to electricity
Costa Rica: Partnership Model
Business
Community
National Gov't
INGOs
Local Community Org Local Gov't
Donors
Peru: Partnership Model
PA regional offices Practical Action UK office Municipality National Gov't
Practical Action Latin America Donors Other NGOs
Community Actors 1. Users 2. Supervisory Committee 3. Enterprise
Business
Partnership Effectiveness
Effectiveness Measures PARTNERSHIP DYNAMICS Partner satisfaction with the goal achievement Partner satisfaction with the relationship Financial benefits Reputational benefits Technological benefits PARTNERSHIP OUTCOMES Goal achievement Project sustainability Development reach Benefits to users +++ +++ +++ ++ +++ ++ +++ ++ ++ +++ +++ +++ +++ +++ +++ Costa Rica: ACEM Solar Lighting Initiative (200808/2010) Costa Rica: APPTA Solar Lighting Initiative (200408/2010) Peru: Practical Action Cajamarca Initiative
+++ +++ +++ +++
++ ++ ++
+++ +++ +++ +++
Nature of Partnerships
The more complex the technology, the greater the number and diversity of actors involved in the partnership. The more decentralized the political system, the more likely that the local government actors will be involved.
Partnership Drivers
Partnership Drivers Responding to government and market failures Resource (inter-) dependency in technology, capacity and financing Reducing associated costs Implementation strategy which emphasizes local capacity building Prior relationships Existing theory Institutional theory (Mayer & Rowan, 1977; Scott, 1987) Resource dependence (Pfeffer & Salancik, 1978), Reciprocity models (Molnar, 1978), Transaction cost theory (Williamson, 1975) Strategic management theory (Grey & Wood, 1991) Social network theory (Wasserman & Faust, 1994, Scott, 2000)
Partnership Dynamics Factors
clear roles & responsibilities confidence & trust regular & open communication
complementary expertise & capacities
personality match
shared values & g o a ls
Partnership Dynamics
continuity of staff
Partnership Outcomes Factors
Socio-economic aspects Cultural aspects
Local Champion
Institutional influences Market conditions
Community Involvement
Partnership Outcomes
Organizational Capacity
Appropriate Technology
Research Implications
Theory Practice
Holistic approach to effectiveness (process view+ outcome view) Theoretical propositions re development partnership effectiveness Signals new factors for future research
Building "environment for sustainability" Donors to fund long-term and beyond equipment Governments to consider alternative approaches to energy provision in remote communities
References
Dowling, B., Powell, M., & Glendinning, C. (2004). Conceptualising successful partnerships. Health and Social Care in the Community, 12(4) 309-317. Gray, B., & Wood, D. J. (1991). Collaborative alliances: Moving from practice to theory. Journal of Applied Behavioral Science, 27(1), 3-21. Lewis, D. (2007). The management of non-governmental development organizations (2nd ed.). UK: Routledge. Meyer, J.W., & Rowan, B. (1977). Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83, 340-63. Molnar, J. (1978). Comparative organizational properties and interorganizational interdependence. Sociology and Social Research, 63, 24-48. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper and Row. Scott, J. (2000). Social Network Analysis: A Handbook (2nd Ed). Newberry Park, CA: Sage. Scott, W. R. (1987). The adolescence of institutional theory. Administrative Science Quarterly, 32(4), 493 Selsky, J, & Parker, B. (2005). Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice. Journal of Management, 31(6), 849-873. Wasserman, S., & Faust, K. (1994). Social Network Analysis: Methods and Applications. Cambridge: Cambridge University Press. Williamson, O. E. (1975). Markets and hierarchies: Analysis and anti-trust implications. New York: Free Press.
doc_707329636.docx