Power in coordinating supply chain projects in humanitarian settings: A case study of Rohingya refugee camps

Abstract

Abstract How and why is power used in humanitarian projects? Coordinating organizations, such as UN agencies, carry power and influence over NGOs to advance the interests of beneficiaries. However, coordination can be managed by a single authority or by multiple authorities that share or delegate responsibilities. Furthermore, coordinators may leverage different types of power, including non‐mediated forms like referent and expert power, or mediated forms such as reward, legitimate, or coercive power. This research draws upon 57 interviews regarding organizational behavior with members of international and local non‐governmental organizations (NGOs), UN agencies, and government officials involved in managing Rohingya refugee camps in Southern Bangladesh. The observations suggest that in single‐authority layered projects, referent and expert powers are commonly employed, leading to improvements in quality and delivery performance. Reward power is typically wielded informally and is linked to cost performance. In dual‐layered projects, legitimate power is used to enhance quality and delivery performance. This article's originality lies in its extension of the use of power to multi‐tiered supply chain settings; its contribution is to organizational theory regarding the resolution of principal‐agent issues; and its insights are into the nuanced effects of different types of power based on project types. It offers valuable guidance to policymakers and practitioners, highlighting effective approaches for coordinating inter‐organizational efforts in challenging and unconventional supply chain settings.

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