Att vara partner eller kontrollant. En studie av Sidas uppföljningskrav
External forces have significant impact on organisations. This study analyzes the implications of one type of external forces in aid-focused NGOs through two qualitative case studies where it is investigated if Sida?s reporting requirements have the intended effects: learning and control using a theoretical framework where it is recognised that the requirements may also result in dysfunctional behaviour: decoupling and colonisation. The study shows that when the demands are the result of institutional pressure rather than an ambition to generate learning and control, the demands tend to be unrealistic and the NGOs therefore decouple the formal fulfilment of the demands from the actual activities. It is argued that a partnership, which incorporates trust and dialogue, is a prerequisite, not only for learning, but also control. If these elements are lacking, the demands risk being inadequate resulting in colonisation and decoupling. Trust also seems to be significant in order to reduce the fear of exposing deficiencies in a relationship where resource dependence prevails. A partnership can therefore not be replaced by strict enforcement and the demands cannot be used exclusively to exercise control. However they have an important role to play in enhancing the partnership in a ?positive trust spiral?, which reduces the need for control. Furthermore, the unequal distribution of resources results in a power asymmetry, hence the incentive to conceal deficiencies is difficult to eliminate and therefore a perceived need for control is reflected in the requirements. For the administrators this results in a conflict as they are to act both as inspectors and as partners fulfilling the formal requirements but also ensuring that the requirements do not result in dysfunctional behaviour. If the administrators focus on the inspection role, the result may be a ?negative trust spiral?. Therefore, the fact that the administrators do not fulfil formal requirements should not always be interpreted as a response to inadequate or unrealistic demands, or as a way of handling resource dependency. Instead it may be a rational response to a situation, where control is desirable, but where inspection may be perceived as a statement of distrust. As the administrators recognise that a loss of trust results in a loss of transparency and even less control from a long-term perspective, diminished control in the short-term is accepted and the formal requirements are not adhered to.