Key Strategies to Enhance Capacity Building: A Case Study of KMSS Social Protection Unit, Myanmar
Keywords:
Organization Development, Capacity Building, Training, Stakeholder Engagement, Resource Allocation, Conflict-Responsive MethodsAbstract
This study explores capacity building in the Karuna Mission Social Solidarity (KMSS) Social Protection Unit in Myanmar, focusing on challenges posed by political uncertainty after the military coup. It examines how training, stakeholder engagement, and resource allocation drive effective Project Cycle Management (PCM) in this faith-based organization. Through qualitative case study methods, eight senior KMSS officials were interviewed remotely, with data analyzed via thematic analysis and cross-coding for training, stakeholder engagement, and resource allocation. Findings reveal challenges including high staff turnover, communication barriers, and field security risks, alongside successes like targeted training, stakeholder collaboration, and adaptive strategies amid instability. Training significantly enhanced staff performance, while stakeholder engagement strengthened coordination and organizational capacity. To apply this training effectively, KMSS leverages its Dynamic Capability to strategically mobilize resources, supporting newly developed skills. These findings align with the integrated framework of Andragogy Theory, Dynamic Capabilities Theory, and Stakeholder Theory, which collectively underscore the interplay of learning, adaptation, and collaboration in building resilience. The study recommends a structured Organizational Development plan, including enhanced MEAL systems, regular training, mentorship, improved cooperation, systematic resource strategies, and conflict-sensitive approaches
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