A Framework for Understanding and Evaluating Localization

The Case of HelpAge International

Bibliographic Data

ID21505877
AuthorsHans Peter Schmitz (0000-0002-8343-7755, Department of Public Administration North Carolina State University Raleigh North Carolina USA, corresponding author), Glenford E Mitchell (0000-0001-9420-6138, Baruch College), George E Mitchell (Baruch College City University of New York New York New York USA)
Year2025
Publication date2025-03-31
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenuePublic Administration and Development (JOURNAL)
Journal identifiersISSN: 0271-2075 • E-ISSN: 1099-162X
PublisherWiley (PUBLISHER • GB)
DOI10.1002/pad.2103
OpenAlexW4409038987
LanguageEN
Citations received6
References cited81

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