| Abstract: | This article aims to demonstrate that networking activities, if properly planned, applied and monitored, can help increase the long‐term impact of development co‐operation actions. We demonstrate the added value of networking within development actions, focusing on dynamics of trust and reciprocity and on the rationales beyond different collaboration patterns, demonstrating the impact of networking on program effectiveness, intercultural learning and sustainability. Using social network analysis coupled with participant observation, it was possible to trace the development of a large multi‐stakeholder development programme and to understand a number of dynamics not considered by the donor when evaluating the action, thereby reaching a better understanding of the challenges and success of the programme. |
