The thesis aimed to analyze the influence of National culture on international developmentrnprojects performance. The study followed a quantitative research method/approach,rnquestionnaire as a data collection instrument and explanatory research design to explainrnrelationships between national culture dimensions and project performance. It also employedrnHofstedeâ€™s Cultural Framework as a theoretical lens to capture the prevailing nationalrncultures and development aid evaluation standard of OECD/DAC to measure IDPrnperformance. Both primary and secondary data were used to gather data. Professional andrnmanagerial international employees of GIZ and JICA established the study setting whilernsecondary source of data included extensive review of literature. Data was collected from 89rnprofessional and managerial employees currently participating in the management ofrndevelopment projects at the two international development organizations. Results revealedrncollectivism, femininity, uncertainty avoidance, and long-term orientation positively influencernIDP performance while power distance has a negative influence. When presented in order ofrntheir influence, uncertainty avoidance, long term orientation, femininity, power distance, andrncollectivism dimensions of the donorsâ€™ country national culture, respectively assumed greaterrninfluence in the performance of IDP. The thesis concludes national culture influences thernperformance of international development projects. Finally, the study recommends promotingrncollectivism, femininity, uncertainty avoidance, and long-term orientation culturalrndimensions in IDP and suppressing power distance, masculinity and individualism culturalrndimensions to achieve a better performance in the management of international developmentrnprojects.