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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.

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.

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.

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.

The purpose of this paper is to examine, empirically the relationship between organizational rationality, knowledge management (KM), risk management and successful implementation of donor-funded projects in Uganda.

Data were obtained from 195 project managers of donor-funded projects both managed within government systems and those outside government using a questionnaire. Zero-order correlation analysis and hierarchical regression analysis were employed to analyze the data.

The paper has two major findings: all the predictor variables are positively and significantly related to successful project implementation; and the relationship is strong enough to cause a 23 percent (R²) increase in the explanatory power in the presence of control variables.

The study focussed on selected donor-funded projects in Uganda and this limited the generalization of the findings. Moreover, there was also limited availability of local empirical literature with respect to implementation and performance of donor-funded projects.

The results suggest that organizations that embrace organizational rationality, risk management and KM succeed in project implementation.

There are many studies that investigate the practices adopted by organizations that implement donor-funded projects, however, this is the first study to the authors’ knowledge that examines the relationship between KM, rationality, risk management and successful implementation of donor-funded projects in Uganda.