| Summary/Abstract |
In international development, shared ownership is assumed to be a condition for effectiveness. Academic studies question this relation, claiming shared ownership can instead lead to ineffectiveness. This study analysed the interplay between ownership and effectiveness in a transnational advocacy network for conflict prevention observed 2012–2015. Building on recent discussions about balancing unity and diversity in networks, this article unpacks the ownership/effectiveness relationship into three dimensions: collective identity, accountability processes and a shared advocacy message. We find that the question is not about more or less effectiveness, but about the processes shaping the meaning of effectiveness in particular institutional constellations.
|