Table 4 Summary of demi-regularities

The Partnership’s role in the initiation of policy dialogue

 (1) The Partnership facilitates the initiation of policy dialogue (O) when it financially supports stakeholders’ participation (I), because it aligns with the per diem payments culture (M) in low-income countries, where citizens seek to maximize their income (C).

 (2) The Partnership facilitates the initiation of policy dialogue (O) when the opportunities for multisectoral exchange that it stimulates (I) respond to the needs and interests of relevant stakeholders (M) in situations involving external pressure (C).

 (3) The Partnership facilitates the initiation of policy dialogue (O) by generating interest in multisectoral collaboration among stakeholders (M), provided that the latter acknowledge their interdependence and the uncertainty for managing essential health issues (C).

The Partnership’s role in nurturing policy dialogue

 (4) The Partnership promotes principled engagement among policy dialogue stakeholders (O) through facilitating knowledge generation and providing tailored technical expertise (I), which enable stakeholders to gain a shared understanding of issues and acknowledge the need for collective action (M), provided that they understand the policy dialogue process and see the added value of their contribution (C).

 (5) When health ministries are dynamic and engaged (C), the Partnership encourages stakeholders' commitment to policy dialogue (O) by promoting collective leadership in key positions (M). Collective leadership increases participants' involvement and motivation (O) owing to the symbolism associated with decision-makers' hierarchical positions (M) and with reciprocity (M).

Policy dialogue dynamics

 (6) In the context of commodification of meeting opportunities (C), weak ownership of policy dialogue by health ministry decision-makers creates an adverse environment that discourages stakeholders (M) and reduces their participation (O), despite the Partnership’s support (I).

 (7) In a context of collective leadership (C), full-time international experts (I) promote ownership over policy dialogue processes (O) by responding to the needs of their ministerial counterparts and by helping them to establish and monitor policy dialogue (M), which contributes to the institutionalization of multisectoral collaboration (O).

 (8) In contexts where the health ministry demonstrates weak leadership (C), policy dialogue is unlikely to foster collaboration of stakeholders for the implementation of collective decisions (O) since policy dialogue participants lack confidence in their capacity for joint action and the ministry's abilities to take its stewardship role (M).