Researchers Propose Transformative Framework for Global Health Partnerships

A group of researchers from the Barcelona Institute for Global Health (ISGlobal), the Centro de Investigação em Saúde de Manhiça (Mozambique), Addis Ababa University (Ethiopia), and the Institut de Recherche en Sciences de la Santé (Burkina Faso) have published an analysis in BMJ Global Health outlining a framework for transforming global health research partnerships. The article addresses the structural asymmetries that continue to affect collaborations in global health and proposes practical principles for more equitable, effective, and mutually beneficial n.

The authors argue that while research partnerships are a key entry point to tackle global health inequities, they are often shaped by power imbalances that limit the independence and academic freedom of some partners. In response, the article offers a transformative perspective based on reciprocal influence, shared goals, and collaborative processes.

“Highly competitive, fast-paced science often prioritises outputs over relationships,” states Alfredo Mayor, researcher at ISGlobal and CISM, and lead author of the paper. “But if we truly want to address global health inequalities, we must rethink how we work together. That means building partnerships where goals are shared, responsibilities are co-owned, and all partners have the space and agency to lead.”

According to the authors, transformative partnerships differ from transactional ones in that they aim to co-define objectives and agree on the means of achieving them. This shift involves:

• Positionality: Encouraging researchers to confront their own assumptions and privileges, and to recognise how embedded power relations shape partnerships. Acknowledging these dynamics allows teams to design more just, inclusive collaborations.
• Togetherness: Building solidarity and trust by appreciating differences and encouraging mutual understanding that goes beyond individual and institutional differences. Difference is not a barrier but a strength.
• Collective Intentionality: Determining who does what, how, and when, in a way that prioritises equity. Rather than vague commitments, the article calls for concrete strategies that allow partners to monitor progress, make adjustments, and translate equity from aspiration into action.
• Shared accountability: Establishing transparent systems for monitoring progress, learning from challenges, and ensuring fairness. Only through reciprocal accountability, the authors argue, can partnerships deliver on their long-term potential.

Importantly, they also stress the need for complementary attitudes—including the willingness of some partners to relinquish control and of others to take greater leadership, supported by fair governance. These shifts, they write, are crucial for mobilising the collective intellect, ambition and action that global health demands.

“Differences in capacity or context should not be seen as barriers,” reflects Tacilta Nhampossa, co-author and researcher at CISM. “They are opportunities to learn from one another and co-create solutions that are relevant and lasting.”

The article issues a broader challenge to the systems that govern research. Funders, journals and institutions are urged to adopt more equitable policies—such as providing direct funding to under-resourced partners, recognising diverse forms of leadership, and valuing process as much as product.

The article concludes by affirming that these principles—when consistently implemented—lay the foundation for truly transformative partnerships and help global health research realise its full societal value.

Reference:

Alfredo Mayor, Lemu Golassa, Hamtandi Magloire Natama, Alberto L Garcia-Basteiro, Tacilta Nhampossa - Transforming partnerships through transboundary research: BMJ Global Health 2025;10:e017602. https://doi.org/10.1136/bmjgh-2024-017602