A Positive Project Outcome: Lessons from a Non-Dominant Government University-Based Program


  • Anne Namatasi Lutomia Michigan State University
  • Julia Bello-Bravo Michigan State University
  • John Medendorp Michigan State University
  • Barry Pittendrigh Michigan State University




partnership, non-domination, trust, relationship, government, collaboration, project managers, positive-outcome experience, equalization of inputs


This article explores factors contributing to a non-dominant collaboration paradigm in a partnership between a government-based international development agency and a university-based non-governmental organization. Anchored in Wood’s and Gray’s collaborative framework, this article describes how the steeply hierarchical partnership navigated the elements of collaboration – organizational autonomy; shared problem domain; interactive processes; shared rules, norms, and structures; and decision making – to produce non-dominant values and practices deriving from negotiated processes, rules, norms, and structures that produced positive collaboration outcomes. In particular, a history of prior mutually beneficial interactions emerges as a critical precondition for achieving a non-dominant collaboration in this case study’s steeply hierarchical organizational relationship, one in which egalitarianism and equal decision-making regarding the agenda and the goals of the collaboration could have been highly constrained.




How to Cite

Lutomia, A. N., Bello-Bravo, J. ., Medendorp, J., & Pittendrigh, B. . (2020). A Positive Project Outcome: Lessons from a Non-Dominant Government University-Based Program. Interdisciplinary Journal of Partnership Studies, 7(2), Article 3. https://doi.org/10.24926/ijps.v7i2.3482