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Horizons of Expectation and Fusion of Horizons: Implications for International Cooperation and Entrepreneurship Projects
In the field of hermeneutics, Hans-Georg Gadamer’s concept of horizons of expectation and fusion of horizons provides a profound framework for understanding cross-cultural interpretation, negotiation, and collaboration. These ideas, expanded upon by Jean Grondin (2005), offer essential insights into the complex dynamics at play when implementing entrepreneurship projects within the framework of international cooperation. In this context, “horizons of expectation” refers to the diverse perspectives, values, and socio-cultural understandings that stakeholders bring into a project, while “fusion of horizons” is the process of merging these distinct perspectives into a shared framework of understanding and purpose. This paper provides an in-depth exploration of these concepts and their implications, particularly in the arena of international entrepreneurship projects, where cultural alignment and mutual understanding are pivotal.
The Concept of Horizons of Expectation
Gadamer (1975) introduces horizons of expectation as the range of perspectives and assumptions that an individual or group brings into an interpretive or collaborative setting. In an international cooperation project, these horizons are influenced by cultural, economic, and institutional factors unique to each stakeholder group (Gadamer, 1975). For example, local communities might view entrepreneurship as a means of communal advancement and job creation, whereas international stakeholders may focus on metrics such as economic growth and innovation (Grondin, 2005). Each participant’s expectations shape their interpretation of what constitutes a successful project outcome.
This multiplicity of perspectives presents both challenges and opportunities. According to a report by the United Nations Development Programme (UNDP, 2018), awareness of these horizons is essential for effective project design, as it allows international actors to understand and adapt to local preferences, thus fostering more inclusive and culturally attuned entrepreneurship initiatives. Indeed, horizons of expectation highlight the need for mutual respect and understanding among stakeholders, acknowledging that each party brings valid, yet different, priorities and definitions of success.
Fusion of Horizons: Toward Shared Understanding
Fusion of horizons builds on the idea that successful cross-cultural interaction is possible when individuals move beyond their initial perspectives to develop a shared understanding (Gadamer, 1975). In practical terms, fusion of horizons refers to the integration of differing viewpoints into a collaborative framework, achieved through open dialogue and reciprocal learning. Jean Grondin (2005) describes this fusion as essential in avoiding ethnocentric interpretations, which can hinder international projects by imposing external values without accommodating local knowledge and perspectives.
In the context of entrepreneurship projects, this fusion occurs through iterative discussions that allow international and local stakeholders to negotiate project goals, methods, and definitions of success (Grondin, 2005). A World Bank report (2020) on entrepreneurship initiatives in low-income countries emphasises the importance of culturally sensitive frameworks, noting that projects are most successful when they incorporate both local wisdom and global standards, enabling a balanced approach to project design and implementation.
Practical Implications for Entrepreneurship in International Cooperation
When applied to international cooperation, especially in entrepreneurship projects, the concepts of horizons of expectation and fusion of horizons carry several important implications:
1. Project Design and Cultural Sensitivity
Recognising the horizons of expectation that local stakeholders bring to a project enables international agencies to design entrepreneurship initiatives that resonate with local values and needs. This involves adjusting project objectives to reflect what local communities deem most beneficial, whether that is job creation, economic empowerment, or community resilience (OECD, 2019). For example, in entrepreneurship projects targeting indigenous communities, understanding traditional values around communal welfare, environmental stewardship, and social responsibility is crucial. Without this understanding, projects risk failing to engage the community effectively, potentially leading to resistance or project abandonment (ILO, 2019).
Furthermore, cultural sensitivity helps reduce the risk of paternalistic or ethnocentric approaches, where international organisations dictate project priorities without accounting for local interests. As the International Labour Organization (ILO, 2019) highlights, entrepreneurship projects that successfully integrated local customs and values reported higher levels of community participation and project sustainability.
2. Enabling Continuous Dialogue for Fusion of Horizons
Fusion of horizons is a dynamic and ongoing process, essential for achieving mutual understanding in international entrepreneurship projects. Regular dialogues between international partners and local communities foster an environment in which stakeholders can share their concerns, adjust their expectations, and develop a shared vision. This continuous engagement allows the project to remain relevant as it evolves alongside the community’s changing needs and aspirations.
In practice, creating spaces for dialogue can take various forms, such as workshops, joint planning sessions, and informal meetings where stakeholders feel comfortable expressing their views (Grondin, 2005). A study conducted by Helmsing and Knorringa (2017) on international development projects found that sustained dialogue and co-creation efforts reduced conflicts and misunderstandings, leading to higher satisfaction rates and improved project outcomes among local participants. Such dialogues facilitate the fusion of horizons by allowing diverse stakeholders to refine their goals collectively and create shared success metrics that respect both local values and international standards.
3. Sustainable Partnerships and Long-Term Impact
Understanding and integrating the horizons of expectation in international cooperation projects strengthens partnerships by demonstrating respect for local knowledge and priorities. When stakeholders feel their perspectives are valued, they are more likely to remain committed to the project, even after international support ends (European Commission, 2021). This commitment contributes to the sustainability of entrepreneurship projects, as local communities take ownership of initiatives that genuinely address their needs and values.
For instance, a UNDP (2018) project focused on youth entrepreneurship in East Africa showed that local involvement in decision-making significantly improved project durability. The young entrepreneurs involved were able to carry the project forward, adapting the methods and goals to fit local market needs and socio-economic conditions, thereby fostering a self-sustaining model of community-based entrepreneurship.
4. Expanding Project Evaluation Metrics
Standard evaluation metrics in international cooperation often emphasise quantifiable outcomes, such as revenue growth or job creation. However, a fusion of horizons approach advocates for broader, more nuanced measures that capture the social and cultural impact of entrepreneurship projects. Evaluations that only focus on economic gains can miss critical indicators of success from the community’s perspective, such as enhanced social cohesion, environmental stewardship, and well-being (World Bank, 2020).
Incorporating qualitative indicators into project evaluations provides a more holistic understanding of impact and acknowledges the importance of local values. According to research by the OECD (2019), evaluations that integrate both qualitative and quantitative metrics lead to better-informed decisions, as they consider both international and local definitions of success.
Challenges and Limitations
Although the fusion of horizons can significantly enhance project effectiveness, it presents certain challenges in implementation. Power dynamics in international cooperation often favour the perspectives of donor agencies, which can inhibit the true fusion of horizons by overshadowing local voices (Goulet, 2006). Achieving a balanced partnership requires active efforts to counteract these asymmetries, ensuring that local stakeholders have a real influence on project outcomes.
Additionally, project timelines and budget constraints can limit the opportunity for sustained dialogue and iterative adjustments. Developing a shared understanding is a time-intensive process, and when projects are pressured to meet rapid-impact goals, meaningful fusion of horizons may be sacrificed for expedience (OECD, 2019).
Conclusion
The concepts of horizons of expectation and fusion of horizons provide a robust theoretical framework for understanding and enhancing the effectiveness of entrepreneurship projects within international cooperation. By recognising the diverse expectations of stakeholders and actively working to merge these perspectives, project planners can foster culturally attuned and sustainable entrepreneurship initiatives. This approach not only respects the social and economic contexts of local communities but also strengthens project resilience and long-term impact. While challenges in power dynamics and time constraints exist, the benefits of applying these hermeneutic principles underscore their relevance in creating successful international entrepreneurship collaborations.
A personal story.
Arriving in Johannesburg to work with a group of women entrepreneurs felt like stepping into a place of profound energy and ambition. I came not as a guide but as a collaborator, knowing that these women brought as much to the table as I did—if not more. They were already building something powerful. My role was simply to work alongside them, to exchange ideas, to learn from their insights, and to bring in any tools that might help amplify their own visions.
One of the women, Lindiwe, had a business crafting eco-friendly cleaning products. She was incredibly sharp, fiercely dedicated, and had a sense of humour that immediately lightened even our most serious discussions. Her knowledge of natural ingredients and their uses came from years of working with local plants, a practice she had learned from her mother and grandmother. Listening to her talk about her products, I realised that she was not just running a business; she was preserving a piece of heritage, bringing the knowledge of her ancestors into the present in a way that felt deeply respectful and relevant.
As we spoke more, she told me about the challenges she was facing—limited access to a broader market, the struggle to balance the demands of her business with her role as a mother, and the constant push to compete with larger, more commercial brands. But what struck me most was her resilience. Lindiwe didn’t ask for solutions; she was already full of them. What she wanted was a conversation, a way to connect with others who could help her see her ideas from new angles and give her the support to build her path forward.
Working with her and the others wasn’t a matter of teaching but rather of sharing knowledge and tools. Each session was a collaboration where we explored new strategies together, questioning assumptions and exchanging thoughts as equals. These were women who understood their communities intimately. They knew the subtle nuances of their customer base, the realities of their local economy, and the challenges that came with innovating in a space that didn’t always have room for small players.
One of the most powerful moments came when the group began to truly connect with each other. They started sharing personal challenges and ideas with a level of openness that was inspiring. The trust they placed in each other, and in me, was humbling. In this space, Lindiwe and others like her were able to refine their ideas, drawing strength from each other’s experiences. It was clear that the bonds they were forming would outlast my time there—each woman leaving with not only new skills but a community they could rely on.
When it was time to leave, I reflected on what I’d seen: women who were not only building businesses but reshaping the fabric of their communities, addressing needs they understood deeply. They were driven not by a sense of survival, but by a commitment to progress and a desire to carve out space in the world for their unique contributions. I left Johannesburg feeling profoundly grateful—not for having “helped,” but for having witnessed and been a part of something greater than myself.
In the end, this experience was a reminder that empowerment is not a gift to be given; it’s an exchange, a shared commitment to growth. These women already had everything they needed to succeed; they simply needed tools, resources, and a space where they felt heard. That’s the ethos I carry forward with the Coachability Foundation—to continue creating spaces for real exchange, where every voice is essential, every perspective valued, and where together we build something meaningful, something lasting.
Johannesburg, South Africa
September 2020
References
European Commission. (2021). Sustainable partnerships in international cooperation: A guide. Retrieved from https://europa.eu/international-cooperation
Gadamer, H. G. (1975). Truth and Method. London: Sheed & Ward.
Grondin, J. (2005). The Philosophy of Gadamer. Montreal: McGill-Queen’s University Press.
Helmsing, A. H. J., & Knorringa, P. (2017). Entrepreneurship and development: Institutional capabilities and value chains. Development and Change, 48(5), 910–927.
International Labour Organization. (2019). Integrating local values in entrepreneurship projects. Geneva: ILO.
OECD. (2019). Evaluation of entrepreneurship and innovation projects in developing countries. Retrieved from https://www.oecd.org
UNDP. (2018). Youth entrepreneurship initiatives in East Africa: A case study. New York: United Nations Development Programme.
World Bank. (2020). Evaluating entrepreneurship projects: A framework for sustainable impact. Washington, DC: World Bank.
Curator Munllonch
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