Table 3

Tensions associated with different consortium management processes

Consortium management processTensions
Selecting partners
  • Based on ability to perform or capacity needs (T2)

  • Based on existing capacity or which partners require capacity (T3)

Determining consortium goals
  • Emphasis on partner interests or collective interests (T1)

  • Choosing goals that are easier to deliver or those that meet partners’ greatest goals (T2)

Instituting governance structures and processes
  • Emphasis on efficient decision-making or partner’s capacity that will be strengthened from participation in governance (T2)

  • Power adequately shared among partners or greater control by some partners (T4)

Assigning roles
  • Based on partner’s ability to deliver or capacity that will be developed when executing role (T2)

  • Based on partner’s existing capacity or partner inclusion irrespective of capacity (T3)

Managing partners
  • Centralised or decentralised systems based on quicker delivery of outputs or capacity gained by partners as they self-manage (T2)

  • Shared power through decentralisation or greater control by lead partners through centralised systems (T4)

Allocating resources
  • Based on partner’s ability to deliver outputs or capacity needs (T2)

  • Based on partner’s existing capacity to use resources or equitable allocation (T3)

  • T1—individual versus collective interests; T2—efficient programme delivery versus effective capacity strengthening; T3—excellence versus equity; T4—shared power versus greater control.