This research analyzes the nature and processes involved in the emergence, development and decline of transnational advocacy networks. By taking up a case study of a local environmental campaign that emerged in the Philippines and later on transformed into a transnational advocacy network, this research unearths concepts and themes that contribute to the knowledge-building on this type of social action by non-state actors. Using grounded theory as tool for analysis, I design a qualitative case study research and examine archival documents and 31 in-depth interviews to understand the lived experiences of the partner-organizations of the transnational advocacy network for the environmental cleanup campaign on the toxic contamination in the former US military bases in the Philippines.

The emerging themes and concepts highlight four major insights on transnational advocacy networks in general and the toxic cleanup campaign in particular. First, I assert that the toxic cleanup campaign is an offshoot of enduring social movements against the US interventionist policies in the Philippines. Second, I theorize that given time and space, the nature of relationships among partner-organizations within transnational advocacy network can evolve from mere information sharing into a more engaged collaboration based on a combination of dimensions salient to the ongoing processes in the network. In the case study, the technical/legal, ethical and ethnic dimensions are more prominent in solidifying such transnational advocacy network. Third, I maintain that the dynamics within transnational advocacy networks as well as the social milieu in which they exist can create wedges of misunderstanding and distrust and can lead to the premature decline of transnational advocacy networks prior to achieving major successes and goals. In the case study, these factors include lack of accountability, security issues, or continuing disinterest on the advocacy. And fourth, I conclude that following decline of the transnational advocacy network, former partner-organizations are absorbed by various abeyance structures until such time these partners are ready to take on where their former advocacy work left off. In conclusion, the better-resourced partner has a greater success in moving forward after the decline, which is in keeping the cultural aspect of its organization, maintaining its vision, and restructuring its networks; and the least-resourced partners resort to being absorbed by assisting NGOs that can provide for their welfare.