Japans Development Aid To China PDF Download

Japanese and Chinese foreign aid play significant roles in each nation's foreign policy strategies as well as overseas development worldwide. Foreign aid and investment's importance has increased for both the People's Republic of China and Japan, especially as strategic competition between the two nations has increased since 2000. Many scholars have analyzed the similarities and differences in the two nations' aid strategies and distribution but have not yet closely examined and compared the sub-national players who determine aid policy in practice. As the agents that implement aid projects, these players translate upper-level strategy into action and, as a result, determine said strategy's success. This thesis investigates: how do the domestic bureaucracies in both Japan and China process various flows of information, interact with other actors, set agendas, and attempt to influence aid policy? Key factors in an aid agency or ministry's ability to shape aid decision-making include its autonomy relative to upper-level government organizations, its network with partner countries as well as domestic firms and financial institutions, and the cohesiveness of its bureaucratic culture. In the Japanese case, the Japan International Cooperation Agency (JICA) enjoys a high level of both formal and informal autonomy from the prime minister, cabinet and National Security Council, has maintained a close and distinct network with partner country bureaucrats and private sector actors, and has developed its own internal cultural norms that emphasize humanitarian and developmental impact. In contrast, China's Ministry of Commerce (MOFCOM), its primary aid coordinator, maintains some informal autonomy from the State Council, but lacks the agenda-setting power, networks, and bureaucratic culture to exert substantial decision-making power at the aid project level, particularly after the 2018 founding of the China International Development Cooperation Agency (CIDCA). The various other aid and investment implementers in both nations operate in similar institutional contexts where decision-making influence is determined by differences in information, networks, and internal values as well as formally delegated powers. As a result, in the Japanese case, lower-level agents and their understanding of partner country conditions more heavily influence aid decision-making, whereas high-level strategic directives are more determinative of Chinese aid decision-making.