Research projects employ the learning alliance (LA) approach but there is scepticism that its rhetoric is not evident in practice. The authors examined a case of an implemented LA, comparing its outcomes with assumptions from the project and its conceptual design to evaluate the implementation of an LA. Data were from interviews and network maps of actors involved, as well as farmers and town-level actors in Battambang and Pursat, Cambodia. An LA approach can promote actor–network processes that target social, technical, and institutional reordering. Assumptions about the approach, however, may lead projects to emphasize scaling out and direct efforts away from processes that enable innovation. © 2016 International Rice Research Institute.
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