A Framework for Understanding and Evaluating Localization: The Case of HelpAge International

Many transnational non‐governmental organizations (TNGOs) are reevaluating their organizational forms and norms as they pursue localization. Localization itself is a contested and multifaceted concept, however, complicating the design, implementation, and evaluation of localization efforts. In this context, we propose a two‐dimensional analytical framework for understanding localization initiatives. Localization efforts can be understood within a continuum from managerialist to restorative practices and focus on organizational forms or more deeply embedded cultural norms. The case of HelpAge International illustrates this continuum of localization practices across all four types—managerial forms, managerial norms, restorative forms, and restorative norms—and reveals key tensions emerging between various stakeholders. We apply the framework to the HelpAge International case to demonstrate its utility as an analytical tool. We conclude with suggestions for future research.