This paper considers the complex ontological and epistemological positionalities that underpin how individuals and organizations in the aid industry define development and legitimate their role in its actualization. This will include a description of the dominant industry power dynamics that influence the formation and adoption of specific models of development, and an examination of how power can be exerted through knowledge creation, legitimating specific development ideologies.

Building on this theoretical foundation, the paper then considers the applicability and legitimacy of a partnership model of development through a case study investigation of Tearfund’s Church and Community Mobilization Programme. Within this case study, the influence of stakeholder power and development ideologies over the theoretical and practical aspects of the programme will be reviewed, along with a consideration of how a partnership model of development can be legitimated through the creation of appropriate accounts of performance.