Bodille Arensman
Biographic Data
| ID | 6177529 |
|---|---|
| NAME | Bodille Arensman |
| GIVEN NAMES | Bodille |
| FAMILY NAME | Arensman |
| SIGNATURE | ARENSMAN B |
| AFFILIATIONS | Wageningen University & Research, Wageningen, The Netherlands |
| ORCID | 0000-0003-3381-9525 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 11 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2019 |
| H-INDEX | 2 |
Advocacy Outcomes Are Not Self-Evident
Advocacy outcomes are not self-evident. Identifying advocacy outcomes is extremely difficult because they are often intangible, arising from (personal) interactions, and they are not always traceable. This challenges conventional evaluation methods, which is recognized in the advocacy evaluation literature. However, current evaluation methods claim to do justice to these complexities while in reality, these methods assume outcomes are identified …
Negotiating effectiveness in transnational advocacy evaluation
International development organizations increasingly use advocacy as a strategy to pursue effectiveness. However, establishing the effectiveness of advocacy is problematic and dependent on the interpretations of the stakeholders involved, as well as the interactions between them. This article challenges the idea of objective and rational evaluation, showing that advocacy evaluation is an inherently political process in which space for interaction…
Twinning “Practices of Change” With “Theory of Change”
Theory of change (ToC) is currently the approach for the evaluation and planning of international development programs. This approach is considered especially suitable for complex interventions. We question this assumption and argue that ToC's focus on cause-effect logic and intended outcomes does not do justice to the recursive nature of complex interventions such as advocacy. Supported by our work as evaluators, and specifically our case study …
Does local ownership bring about effectiveness? The case of a transnational advocacy network
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 …
Twinning “Practices of Change” With “Theory of Change”
Theory of change (ToC) is currently the approach for the evaluation and planning of international development programs. This approach is considered especially suitable for complex interventions. We question this assumption and argue that ToC's focus on cause-effect logic and intended outcomes does not do justice to the recursive nature of complex interventions such as advocacy. Supported by our work as evaluators, and specifically our case study …
Does local ownership bring about effectiveness? The case of a transnational advocacy network
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 …
Advocacy Outcomes Are Not Self-Evident
Advocacy outcomes are not self-evident. Identifying advocacy outcomes is extremely difficult because they are often intangible, arising from (personal) interactions, and they are not always traceable. This challenges conventional evaluation methods, which is recognized in the advocacy evaluation literature. However, current evaluation methods claim to do justice to these complexities while in reality, these methods assume outcomes are identified …
Negotiating effectiveness in transnational advocacy evaluation
International development organizations increasingly use advocacy as a strategy to pursue effectiveness. However, establishing the effectiveness of advocacy is problematic and dependent on the interpretations of the stakeholders involved, as well as the interactions between them. This article challenges the idea of objective and rational evaluation, showing that advocacy evaluation is an inherently political process in which space for interaction…
Negotiating effectiveness in transnational advocacy evaluation
International development organizations increasingly use advocacy as a strategy to pursue effectiveness. However, establishing the effectiveness of advocacy is problematic and dependent on the interpretations of the stakeholders involved, as well as the interactions between them. This article challenges the idea of objective and rational evaluation, showing that advocacy evaluation is an inherently political process in which space for interaction…
Twinning “Practices of Change” With “Theory of Change”
Theory of change (ToC) is currently the approach for the evaluation and planning of international development programs. This approach is considered especially suitable for complex interventions. We question this assumption and argue that ToC's focus on cause-effect logic and intended outcomes does not do justice to the recursive nature of complex interventions such as advocacy. Supported by our work as evaluators, and specifically our case study …
Does local ownership bring about effectiveness? The case of a transnational advocacy network
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 …
Advocacy Outcomes Are Not Self-Evident
Advocacy outcomes are not self-evident. Identifying advocacy outcomes is extremely difficult because they are often intangible, arising from (personal) interactions, and they are not always traceable. This challenges conventional evaluation methods, which is recognized in the advocacy evaluation literature. However, current evaluation methods claim to do justice to these complexities while in reality, these methods assume outcomes are identified …
Political science (4 works) · Psychology (4 works) · Sociology (4 works) · Computer Science (3 works) · Evaluation and Performance Assessment (3 works) · Law (3 works) · Law (3 works) · Public relations (3 works) · Community Health and Development (2 works) · Economics (2 works)