Understanding capacity gaps in social impact organizations across Nepal, Thailand, and Vietnam | |
| Author | Kyaw Min Thant |
| Call Number | AIT Internship Report no.SM-26-01 |
| Subject(s) | Organizational change--Nepal Organizational change--Thailand Organizational change--Vietnam |
| Note | An Internship Report submitted in partial fulfillment of the requirements for the degree of Master of Science in Business Analytics and Digital Transformation |
| Publisher | Asian Institute of Technology |
| Abstract | This internship report examines the key organizational challenges, capacity gaps, and adaptive capabilities of social impact organizations across Nepal, Thailand, and Vietnam. The study was conducted as part of a collaboration between the NGO Management Association (NMA) and the Asian Institute of Technology (AIT), with the aim of generating evidence-based insights to inform practical capacity-strengthening support for the sector. A convergent mixed-methods approach was used, combining quantitative survey data with qualitative follow-up interviews. The study analyzed 58 survey responses and seven in-depth interviews, enabling both cross country and cross-organizational comparison.The findings show that financial instability remains the most significant and persistent challenge across organizations. Funding uncertainty, shrinking donor support, and short-term funding cycles were identified as the most critical constraints, often forcing organizations into reactive decision-making and limiting long-term planning. At the same time, organizations reported major internal capacity gaps in resource mobilization, strategic planning, financial management, and technology use. These weaknesses reduce their ability to respond effectively to external pressures and to sustain their work over time.Despite these constraints, many organizations reported relatively strong internal leadership, communication, and learning capacities, suggesting the presence of adaptive capabilities that help them continue operating under difficult conditions. However, these strengths appear to be more operational than structural, as they are not consistently supported by diversified funding, formal systems, or stronger institutional capacity. The study also highlights important differences across organizational types and country contexts, showing that risks and support needs vary according to funding models, market exposure, and operating environments.Overall, the study concludes that strengthening social impact organizations requires a holistic and context-sensitive approach that integrates financial sustainability, management capacity development, and practical, accessible support mechanisms. The report recommends flexible and scalable interventions focused on basic organizational systems, ongoing advisory support, and peer learning. |
| Year | 2026 |
| Type | Internship Report |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Science in Business Analytics and Digital Transformation (M/Msc BADT) |
| Chairperson(s) | White, Richard Steven |
| Examination Committee(s) | Endress, Tobias;Badir, Yuosre F. M. |
| Scholarship Donor(s) | AIT scholarship |
| Degree | Internship Report (M. Sc.) - Asian Institute of Technology, 2026 |
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