How Stakeholder Pressure Affects the Effectiveness of International-Local Nongovernmental Organization Collaboration in Localization of Humanitarian Aid

Collaborative engagement between international and local nongovernmental organizations (NGOs) has recently been promoted as an effective strategy to enhance internal process strengths but less as a strategy to localize humanitarian aid programs; a grand strategy that aims to strengthen local capacity, develop local capabilities, and boost regional humanitarian project performance. While stakeholders deem to play an important role in leveraging the efficiencies of such collaborative engagements between international and local actors, there is limited empirical knowledge about how stakeholder pressure affects the association between the collaboration–performance association within international and local NGOs. Drawing on stakeholder theory, we propose a model to examine the role of donors, media, and governments, three major stakeholders noteworthy because of their power and legitimacy to moderate the collaboration–performance association in this NGO context. We test our hypotheses across a series of samples collected at both international and local NGOs in 2015 and 2020. From a practical perspective, we discuss how the traditional role of NGOs as implementers of aid programs is shifting toward a new role as conveners and capability builders.