An investigation of key predictors of performance of agricultural projects in Sub-Saharan Africa

Abstract

Purpose – The purpose of this paper is to examine the ways of improving performance of agricultural projects through stakeholder engagement and knowledge management in a Sub-Saharan context. Design/methodology/approach – Data were collected using a self-administered questionnaire from 342 agricultural projects in Mukono and Wakiso districts in Uganda. Descriptive statistics and inferential statistics were used in the analysis. Findings – The results reveal that stakeholder engagement and knowledge management are valuable intangible resources that significantly influence performance of agricultural projects. The findings, managerial and policy implications are fully discussed in this paper. Originality/value – The authors empirically show that a model that synchronizes stakeholder engagement, knowledge management and performance of agricultural projects is a requirement for promoting sustainable agricultural performance outcomes. This study makes a contribution by providing information that is relevant for filling the practical gap that exists in agricultural projects of Sub-Saharan Africa as well as contributing to the theoretical development of project management discipline.

Going organic or staying traditionalistic? The role of agriculture information system

“…The questionnaires were distributed to the sampled farmers and data were collected based on a self-administered approach. Such an approach is consistent with the pertinent literature (Nkuruziza et al. , 2016).…”

The mediating role of Stakeholder Engagement on the relationship between Entrepreneurial Orientation and Agricultural Project Performance in Developing Countries

“…The study population comprised a total of 13,347 National Agricultural Advisory Services projects in Mukono and Wakiso districts of Uganda (Mutumba, 2017;Muhanguzi, Lutwama, & Mwiine, 2012, Nkurunziza, et al, 2016. Data was collected from stakeholders involved in agricultural projects in 18 sub-counties of Wakiso and Mukono districts in Uganda.…”

“…However, the performance of the agricultural sector in developing countries continues to stagnate despite the government's heavy investment in agricultural projects with the hope of stimulating growth, employment, and economic development for over a decade (Meijerink & Roza, 2007;Bjornlund et al, 2020). Surprisingly, Africa's economic growth rate and project performance outcomes are above the global average growth rate, but these parameters do not translate into social and economic protection for rural families and community livelihood (Da Silva, 2014;Nkurunziza et al, 2016). Over time, government stakeholders, policymakers, and researchers around the world are devising means of project improvement in various entrepreneurial ecosystems with superficial knowledge of agricultural project management.…”

“…Uganda's agricultural performance rate is below the annual growth target of 6% and has continued to record declines in the sector (Benin, Nkanya, Okecho, Randriamamonjy, Kato, Lubade, & Kyotalimye, 2011;MAAIF Report, 2010). The poor performance of the agricultural sector has been attributed to high informalities in the sector and the use of traditional, rudimentary, and obsolete farming technologies (Nkurunziza et al, 2016). Most policymakers in a developing world context are striving to advance entrepreneurial activity in agricultural project management; however, it is difficult to implement and ensure project performance outcomes without having the right data.…”

An analysis of the relationship between knowledge management and project performance: literature review and conceptual framework

“…Specifically, it shows that project human resource management and project stakeholder management have the strongest association with enterprise-wide KM. Another relationship was studied by Nkuruziza et al (2016) that concluded that knowledge management and stakeholder involvement are significant predictors of project performance in the agricultural sector. The project team, model farmers, and other agricultural project stakeholders should be equipped with tacit and explicit knowledge and involved in the decision-making process for project success.…”