Managing International Cooperation Projects for Organizational Capacity Development: A Design-Focused Case Study of the Egypt-Japan University of Science and Technology

Michael Barzelay, Masakatsu Okumoto and Hideki Watanabe

No 172, Working Papers from JICA Research Institute

Abstract: Becoming a more successful society, according to mainstream views about development, depends on strengthening organizations. For this reason, the intent of international development cooperation projects properly includes strengthening partner-organizations. However, development agencies face a decision-dilemma. To strengthen a partner-organization, the development agency needs to participate in its management process. On the other hand, such participation would foreseeably cause the partner-organization to become dependent on the development agency, weakening its capabilities. It is thus rational for a development agency to intervene, and it is rational not to intervene. This paper develops a purposive theory of organization-strengthening international development projects that brings this decision-dilemma to the fore, while also reporting and analyzing a specific case of such projects, named in the paper's sub-title. The design-focused case study shows how this decision- dilemma can be eased through by the use of a well-designed mechanism for participating in the management-process of partner-organizations during project operation. The paper's purposive theorizing and design-focused case study are meant not only to advance professional knowledge about strengthening partner-organizations as part of international development cooperation projects, but also to illustrate an emerging method for advancing professional knowledge about public management, generally.

Keywords: Developing organisational capacity; Project leadership; development project realization; project monitoring; design-focused case study (search for similar items in EconPapers)
Date: 2018-03
New Economics Papers: this item is included in nep-ara and nep-ppm
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