A Framework for Understanding and Evaluating Localization

The Case of HelpAge International

Dados Bibliográficos

ID21505877
AutoresHans Peter Schmitz (0000-0002-8343-7755, Department of Public Administration North Carolina State University Raleigh North Carolina USA, autor correspondente), Glenford E Mitchell (0000-0001-9420-6138, Baruch College), George E Mitchell (Baruch College City University of New York New York New York USA)
Ano2025
Data de publicação2025-03-31
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoPublic Administration and Development (JOURNAL)
Identificadores do periódicoISSN: 0271-2075 • E-ISSN: 1099-162X
EditoraWiley (PUBLISHER • GB)
DOI10.1002/pad.2103
OpenAlexW4409038987
IdiomaEN
Citações recebidas6
Referências citadas81

Many transnational non‐governmental organizations (TNGOs) are reevaluating their organizational forms and norms as they pursue localization. Localization itself is a contested and multifaceted concept, however, complicating the design, implementation, and evaluation of localization efforts. In this context, we propose a two‐dimensional analytical framework for understanding localization initiatives. Localization efforts can be understood within a continuum from managerialist to restorative practices and focus on organizational forms or more deeply embedded cultural norms. The case of HelpAge International illustrates this continuum of localization practices across all four types—managerial forms, managerial norms, restorative forms, and restorative norms—and reveals key tensions emerging between various stakeholders. We apply the framework to the HelpAge International case to demonstrate its utility as an analytical tool. We conclude with suggestions for future research

Business · Economics · Epistemology · Management science · Political science · Process management · Regional science · Sociology · Computer Science · Homelessness and Social Issues · Nonprofit Sector and Volunteering · Philosophy