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Project delivery in HIV/AIDS and TB in Southern Africa The cross‐cultural management imperative

Project delivery in HIV/AIDS and TB in Southern Africa The cross‐cultural management imperative Purpose – 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. Design/methodology/approach – 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”. Findings – 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. Originality/value – 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

Project delivery in HIV/AIDS and TB in Southern Africa The cross‐cultural management imperative

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References (60)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777261111155065
pmid
22039663
Publisher site
See Article on Publisher Site

Abstract

Purpose – 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. Design/methodology/approach – 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”. Findings – 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. Originality/value – 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.

Journal

Journal of Health Organisation and Management – Emerald Publishing

Published: Aug 9, 2011

Keywords: Cross‐cultural management; HIV; AIDS; TB; Global health governance structure; Diseases; Management effectiveness; Project management; Sub Saharan Africa; South Africa

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