Effect of Stakeholder Engagement on Project Performance: A Case of Sustainable Agricultural Intensification and Food Security Phase II Project in Rwamagana District, Rwanda

Abstract

The main purpose of this study was to examine the effect of stakeholder engagement on the performance of the Sustainable Agricultural Intensification and Food Security Project (SAIP II) in Rwamagana District. Specifically, the study examined stakeholder engagement in planning, project implementation, and monitoring and evaluation. The study was grounded in Stakeholder Theory, Social Exchange Theory, the Theory of Change, and the Resource-Based View. A descriptive and correlational mixed-methods design was used. From a sample of 191 respondents drawn from the project’s stakeholder groups, 176 complete questionnaire responses were analysed, while interviews and documentary evidence provided qualitative and contextual support. The findings showed that stakeholder engagement in planning (B = 0.424, p < 0.001), project implementation (B = 0.254, p < 0.001), and monitoring and evaluation (B = 0.223, p < 0.001) each made a positive and statistically significant contribution to project performance. Planning engagement made the strongest contribution. The study concluded that sustained stakeholder participation across the project cycle supports stronger scope achievement, quality, timeliness, cost control, and sustainability. It recommends strengthening participatory planning, structured beneficiary roles during implementation, and joint monitoring and feedback mechanisms involving project management, Rwamagana District authorities, agricultural officers, cooperative leaders, and beneficiaries.