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Drawing on the experiences of six expatriate leaders who,
collectively, had more than 78 years of experience managing United
States Agency for International Development (USAID) international
development projects in 26 countries around the world, this book
provides a scholarly analysis of their stories, identifies factors
expatriate leaders experienced managing projects, then integrates
the factors into a theory that explains and helps define the
success, or lack thereof, they achieved, and provides
recommendations on how to deal with and overcome the issues. For
decades, international development projects have played a crucial
role in the delivery of U.S. foreign aid and yet, while
considerable attention has been given to policymakers' foreign aid
decisions concerning which countries receive U.S. foreign aid and
how much each country receives, scant attention has been given to
understanding the challenges encountered by the expatriate leaders
recruited to manage the implementation of these international
development projects, which unfold within a confluence of diverse
multi-organizational contexts and culturally complex developing
country environments. Even less is known about what factors these
expatriate leaders experience that could explain, and help define,
the success, or lack thereof, they achieve managing the
implementation of these projects. This book is essential reading
for international development leaders, practitioners, and scholars,
as well as foreign aid policymakers, as they seek to improve
international development.
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