Index of Paper Presentations for the Parallel Sessions - Academy of ...

system but coordinated at the national level, appropriately acknowledged by NACO throughNACP-III is, to certain extent, a call for a hybrid system in which SMOs and CBOs participateactively in the fight against HIV/AIDS. This hybrid system fosters social organizations tocollaborate and participate in initiatives for which they have the appropriate set of capabilities(Williamson, 1998) and that are required by a central coordinating body—NACO. The variousgovernment entities participating in every NACP phase lack the capabilities to recognize the setof minimal skills required by these social organizations to perform the various tasks they havebeen delegated. In addition, the government in general lacks the capabilities to monitor theprogress towards a complex objective—behaviour change.The increased agency cost and monitoring cost compromised the administrativecapability of the government and explains the lack of synergy between the solid technicalcapabilities developed by NACO through each NACP phase. In other words, if the hybridgovernance structure adopted by NACO is to succeed, then the GOI must invest in thedevelopment of the above-mentioned intangible capabilities - mainly monitoring capabilitiesrelated to behaviour change and communication.From a theoretical perspective we found that neither transaction cost nor resource-basedview individually offer a complete explanation of the deficiencies of the current governancestructure against HIV/AIDS. We found that when these theories are combined, that is, whencapabilities or the lack thereof explain the functioning of the chosen governance structure, then itis possible, as we did, to offer a holistic explanation of the phenomenon.ReferencesBarney, J. 1986. Strategic factor markets: Expectations, luck, and business strategy. ManagementScience: 1231-1241.Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal ofManagement, 17: 99-120.Campbell, C., & Cornish, F. 2010. Towards a fourth generation of approaches to HIV/AIDSmanagement: creating contexts for effective community mobilisation. AIDS care, 22(1):1569-1579.Dierickx, I., & Cool, K. 1989. Asset stock accumulation and the sustainability of competitiveadvantage: Reply. Management Science, 35: 1514.