A Comparative Analysis of Rwanda and
Bosnia and Herzegovina
FEATURED PAPER
By Prof. Dr. M.F. HARAKE
MESOS Business School (France)
GBSB Global Business School (Malta)
CEREGE Research Laboratory, University of Poitiers (France)
Abstract
Post-conflict reconstruction takes place in complex, high-stakes environments where diverse stakeholders, including national governments, international donors, non-governmental organizations (NGOs), local communities, and private sector actors must work together to rebuild the physical, institutional, and social foundations of societies emerging from war. This paper examines how a multi-stakeholder approach can be effectively leveraged in such contexts by integrating theoretical insights from project management, public management, and operations management. Drawing on both a synthesis of the existing literature and an original comparative case analysis of Rwanda and Bosnia and Herzegovina, the study explores how coordination, stakeholder inclusion, and adaptive management influence reconstruction outcomes. Rwanda’s post-genocide recovery was characterized by strong national ownership, centralized coordination through structures such as Single Project Implementation Units (SPIUs), and integrated community participation, facilitating policy coherence and operational efficiency. Bosnia and Herzegovina, by contrast, faced deep political fragmentation in the aftermath of civil war and relied heavily on international actors – through mechanisms like donor conferences and sector task forces to manage and implement reconstruction initiatives. The analysis demonstrates that while both countries achieved significant infrastructure recovery and service restoration, their divergent approaches reveal that multi-stakeholder frameworks must be tailored to specific political, institutional, and operational conditions. The findings underscore that coordination is not optional but foundational; that balancing national leadership with inclusive participation is critical for legitimacy and sustainability; and that operational tools from logistics and process management enhance project delivery. Ultimately, the study concludes that post-conflict reconstruction is not merely a technical challenge but a complex governance endeavor. Multi-stakeholder collaboration when guided by clear leadership, inclusive structures, and adaptive processes can align diverse interests, mitigate conflict risks, and lay the groundwork for lasting peace and development. The lessons drawn from Rwanda and Bosnia are relevant to other post-conflict contexts and contribute to a broader understanding of effective project management in fragile states.
Key Words: Post-conflict reconstruction; project management; multi-stakeholder partnerships; public management; operations management; stakeholder coordination.
- Introduction
1.1 Overview
Post-conflict reconstruction represents a profoundly complex and multidimensional endeavor that transcends the mere physical rebuilding of war-torn infrastructure. It entails the comprehensive reconstitution of state capacity, including the restoration of legitimate and effective governance structures, the re-establishment of the rule of law, the delivery of essential public services, and the stimulation of economic revitalization (Brinkerhoff, 2005; Call, 2008). In the aftermath of violent conflict, both national governments and affected populations are often left grappling with urgent humanitarian and developmental needs amidst conditions marked by acute political instability, social fragmentation, and persistent security threats (Paris, 2004; Del Castillo, 2008).
In response to these challenges, the international community comprising bilateral aid agencies, multilateral financial institutions, United Nations bodies, international non-governmental organizations, and increasingly, private sector stakeholders typically mobilizes substantial financial and technical resources to facilitate recovery and stabilization (Barnett et al., 2007; Del Castillo, 2008). This influx of external assistance, while vital, gives rise to a crowded and often fragmented operational environment, where coordination among diverse actors becomes a central concern (Colleta et al., 1998; Feinstein International Center, 2006). As such, the management of reconstruction efforts in post-conflict settings diverges significantly from conventional development paradigms, necessitating adaptive, context-sensitive approaches that are attuned to the fluid dynamics of political transitions and societal recovery (Chandler, 2006; Mac Ginty, 2011).
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How to cite this work: Harake, M. F. (2025). Post-War Project Management and the Multi-Stakeholder Approach: A Comparative Analysis of Rwanda and Bosnia and Herzegovina, PM World Journal, Vol. XIV, Issue VII, July. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/07/pmwj154-Jul2025-Harake-Post-War-Project-Management.pdf
About the Author
Prof. Dr. M. F. HARAKE
Bordeaux, France
Prof. Dr. M. F. HARAKE is a management professor based in France. He currently serves as the Assistant General Manager and Dean of Academic Affairs at MESOS Business School (France). In addition, he is the Manager of the Research Center at GBSB Global Business School (Malta). He is also affiliated as an Associate Research Fellow at the CEREGE Research Laboratory, University of Poitiers (France). Prof. Harake’s research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments. His academic and professional contributions focus on bridging strategic theory with high-impact practical execution, especially in volatile and complex contexts.
Prof Harake can be contacted at mfharake@mesos-bs.com
