Managing cooperation programs in developing countries: a case comparative analysis in Kenya, Pakistan, Brazil, Somalia, and Egypt

This chapter offers a case comparative analysis of the implementation of cooperation programs conducted by Italy in Kenya, Pakistan, Brazil, Somalia, and Egypt. The analysis of the cases provides evidence for explanatory research arguments which hold that cooperation programs' management practices can be affected by the developing countries' administrative system and the foreign aid policy subsystem's structure. These findings suggest that context features need to be taken into account to qualify extant generalizing arguments about the behavior of donor agencies and principal recipients of foreign aid programs.