Controlling land they call their own: access and women's empowerment in Northern Tanzania

Formal rights to land are often promoted as an essential part of empowering women, particularly in the Global South. We look at two grassroots non-governmental organizations (NGOs) working on land rights and empowerment with Maasai communities in Northern Tanzania. Women involved with both NGOS attest to the power of land ownership for personal empowerment and transformations in gender relations. Yet very few have obtained land ownership titles. Drawing from Ribot and Peluso's theory of access, we argue that more than ownership rights to land, access – to land, knowledge, social relations and political processes – is leading to empowerment for these women, as well as helping to keep land within communities. We illustrate how the following are key to both empowerment processes and protecting community and women's land: (1) access to knowledge about legal rights, such as the right to own land; (2) access to customary forms of authority; and (3) access to a joint social identity – as women, as ‘indigenous people’ and as ‘Maasai'. Through this shared identity and access to knowledge and authority, women are strengthening their access to social relations (amongst themselves, with powerful political players and NGOs), and gaining strength through collective action to protect land rights.     

MANAGING SOCIAL CAPITAL AND DIVERSITY FOR PERFORMANCE IN PUBLIC ORGANIZATIONS

Managers concerned with the performance of their organizations will exploit available social, administrative, and human capital resources. However, extant theory and mixed empirical evidence leave the effect of social capital on performance unclear. The gains from these norms of reciprocity, participation, networking, and trust may disproportionately benefit only some of their clients, leading to disparities in outcomes among diverse clienteles. We argue that in such contexts, management will put in place policies to counter these disparities. Indeed, our empirical evidence from the management of public education supports the expectation that an institutional commitment to diversity successfully mitigates the uneven effects of social capital on organizational performance. This finding carries important implications for public management and equity in public policy outcomes and may be of particular relevance to management of outcomes relying on co‐production.