The purpose of this paper is to report the findings of a broad‐based study that initially investigated a possible gap in global inputs into the fight against HIV/AIDS and TB co‐infection, and outputs in terms of results achieved. It is proposed that such a gap may be hypothesized to be due, at least in part, to inappropriate management regimes within the global health governance structure. The research does not simply question the effectiveness of the management of programs and projects, but rather the inappropriateness resulting from the lack of addressing cross‐cultural issues.
The factors facilitating or hampering project service delivery were examined, by looking at 12 case studies in Botswana and South Africa. These data were complemented with seven semi‐structured interviews with donor organizations and NGOs, conducted in the North. Cultural interactions were investigated by using the concept of “interfaces”.
The results suggest that there is a disjuncture between the global and local level that affects project delivery. The main issues hampering project outcomes can be summarized as systemic, structural and cultural.
The article's main contributions are both theoretical, looking at global project delivery from a cross‐cultural management perspective, as well as to development praxis by highlighting the need to focus more critically on cross‐cultural management issues within the global health governance structure, and indeed within international development as a whole.
Claeyé, F. and Jackson, T. (2011), "Project delivery in HIV/AIDS and TB in Southern Africa: The cross‐cultural management imperative", Journal of Health Organization and Management, Vol. 25 No. 4, pp. 469-486. https://doi.org/10.1108/14777261111155065
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