Author(s)

Upendo Wilfred Mmari^1*, Christopher Paul Mahonge¹, Emmanuel Timothy Malisa²

¹Department of Policy, Planning and Management, College of Social Sciences and Humanities, Sokoine University of Agricul-ture, Morogoro, Tanzania.
²Department of Development and Strategic Studies, College of Social Sciences and Humanities, Sokoine University of Agricul-ture Morogoro, Tanzania.

In the continuously changing environment, Organisational Change (OC) is pivotal for various Organizations including Smallholder Organic Horticultural Farmer Organisations (SOHFOs) under Non-Governmental Organisations (NGOs) for their survival. In such circumstance, Change processes have been developed in the efforts of bringing conducive environment for enhanced OC in 2000s for SOHFOs under NGOs in Tanzania. Since the country has been experiencing lower potential in organic horticultural production, it is imperative for this study to understand the change process of SOHFOs under local umbrella NGOs. The areas for this study were in Morogoro and Kilimanjaro regions of Tanzania. The study employed concurrently mixed design informed by social network analysis. A total of three hundred and sixty seven (367) respondents from one hundred and sixty seven (167) SOHFOs and eighteen (18) respondents from ten (10) SOHFOs’ managing organisations were included in the study. Qualitative data were collected using Focus Group Discussions (FGDs) and Key Informants Interviews (KIIs). These data were analysed using content analysis. On the other hand, quantitative data were collected using a structured questionnaire and were analysed by Statistical Packages for Social Science (SPSS) version 21 whereby descriptive statistics such as frequencies, means, percentages particularly index score were used to understand the experience of OC process adopted by SOHFOs under local umbrella NGOs in two regions of Tanzania. Overall, evidence from the index score findings shows that, to some extent, SOHFOs under both Local umbrella NGOs in Tanzania (X and Y NGOs) have succeeded in applying the change process for their change in some elements and faced challenges in others. Furthermore, the findings show that in the change process adopted in SOHFOs under local umbrella NGOs in Tanzania, both NGOs as intermediary organisations plays a substantial role in facilitating change process in their SOHFOs, particularly in demand articulation function. Nevertheless, the NGOs have less efforts in network formation and innovation process management, whereby they are acting passively in scanning, scoping, filtering and matchmaking of possible cooperation partners and scantly use relevant tools that can enhance collaboration, communication and learning among partners. There have been numerous initiatives taken by various Governmental and Non-governmental actors to support NGOs in Tanzania. Based on prevailing situation, the study recommends for collaborative efforts between government via responsible ministries, private sector stakeholders, responsible NGOs, and SOHFOs in revising the policies and systems so as to create more conducive environment and enable local umbrella NGOs in Tanzania to serve well SOHFOs under them with effective intermediation.

Change Process, Organisational Change, Smallholder Organic Horticultural Farmer Organisations, Organisational Change of SOHFOs, Non-Governmental Organisations, Tanzania

Mmari, U. , Mahonge, C. and Malisa, E. (2023) Change Process for Organisational Change of Networking Smallholder Organic Horticultural Farmer Organisations under Non-Governmental Organisations in Tanzania. Technology and Investment, 14, 340-365. doi: 10.4236/ti.2023.144020.