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While some migration research looks at how time influences individual migration trajectories, little attention has been paid to the ways in which temporal considerations influence migration and development. We propose the idea of "organizational time" and argue that bringing time into sharper focus calls into question how the categories of migration and return affect organizational change; reveals how the career stage at which migrants leave affects their ability to influence organizational change when they return, and shows how the role of senders and receivers of social remittances shifts over time. We draw on research on the impact of return migration and social remittances on institutional capacity building and policymaking in the health sectors in Gujarat, India to make these arguments.

AbstractIn this article we analyse the translation of global women's rights ideas in a local context, based on an ethnographic study of three women's organizations from Baroda, Gujarat state, India. On a macro‐level, the local social and cultural norms, the development context, and the nature and role of the state strongly shaped the translation process. Micro processes of translation depend on the organization's core activity, the actors who direct the translation and where they are culturally anchored. Translation involves meaning‐making, which consists of several simultaneous processes, including recuperation, hybridization, simplification and compartmentalization. The direction of the translation process is not linear, but resembles a spiral with ideas moving from global to local to global. Lastly, there are different types of translators, including converters, generators, conveyers, adaptors and transformers.