Power dynamics and resource dependence: NGO‐government collaboration in Yogyakarta, Indonesia
| Published date | 01 February 2024 |
| Author | Daniel Hummel,Bevaola Kusumasari |
| Date | 01 February 2024 |
| DOI | http://doi.org/10.1002/pad.2034 |
Received: 2 May 2023
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Revised: 13 November 2023
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Accepted: 21 November 2023
DOI: 10.1002/pad.2034
RESEARCH ARTICLE
Power dynamics and resource dependence: NGO‐
government collaboration in Yogyakarta, Indonesia
Daniel Hummel
1
|Bevaola Kusumasari
2
1
Department of Political Science, University of
Louisiana Monroe, Monroe, LA, USA
2
Department of Public Policy and
Management, Faculty of Social and Political
Sciences, Universitas Gadjah Mada,
Yogyakarta, Indonesia
Correspondence
Bevaola Kusumasari.
Email: bevaola@ugm.ac.id
Abstract
This study examines the collaboration between non‐governmental organizations
(NGOs) and the government in Yogyakarta, Indonesia, to shed light on their dy-
namics and fill the existing gaps in the literature. Focusing on financial dependence,
legitimization, and other motivating factors, this study explores the motivations
behind NGO–government collaboration and their practical implications. The utili-
zation of a two‐stage purposive sampling method and conducting interviews with
executive directors allowed for a rich and nuanced understanding of the motiva-
tions, challenges, and dynamics of NGO‐government collaboration in Yogyakarta,
Indonesia. It also uncovers factors such as access to resources, networks, advocacy
efforts, and grants and supports that shape collaborative relationships. These
findings contribute to the understanding of the relationship between NGOs and the
government and provide insights for policymakers and practitioners to foster
effective and sustainable partnerships. This study contributes to the existing liter-
ature on NGO‐government collaboration and offers valuable implications for future
research and policy considerations.
KEYWORDS
decision‐making autonomy, Indonesia, NGO, power dynamics, resource dependence
1
|
INTRODUCTION
Governments and non‐governmental organizations (NGOs) collabo-
rate to provide essential societal services. Scholars and practitioners
agree that NGOs have played a prominent role in advancing devel-
opment goals in underdeveloped nations while supporting an
increasing civil society (Lux & Straussman, 2003). Another consensus
in the literature is that NGOs have been increasing with more con-
tact and collaboration, despite difficulties in maintaining cooperation
and dialogue (Najam, 2000; Palmer, 2006). Another point of
consensus is that theory building on this interaction is still under
development (Najam, 2000). Since Najam (2000), it has been deter-
mined that the relationship between NGOs and the government is
dependent on several factors, including history, the nature of the
organization, and the relationship between these two sectors in the
country. In general, these relationships are seen as ways to improve
and/or complement public services (Mcloughlin, 2011). For instance,
NGOs are pivotal in delivering essential health services, including
human immunodeficiency virus prevention, in low‐income and
middle‐income countries. The strategic design of these programs is
crucial as it directly influences the overall cost‐effectiveness and
affordability of healthcare services for these populations (Lépine
et al., 2016). Another example is the private provision of education,
which has increased over the years (Rose, 2006).
Some studies have described this relationship as both comple-
mentary and supplementary, resulting in a complex dynamic that
warrants further investigation (Herrold & AbouAssi, 2023;
Najam, 2000; Young, 2000). Increasing government spending on
public services could potentially boost the activities of NGOs,
assuming that a portion of this funding is directed toward their op-
erations. However, viewing this relationship as competitive implies an
inverse effect in which increased government spending may reduce
32
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Public Admin Dev. 2024;44:32–42. wileyonlinelibrary.com/journal/pad © 2023 John Wiley & Sons Ltd.
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