their launch; the AIM seems to have overcome its initial set-backs, whereas the MMF is still experiencing difficulties. The question is asked why the Grameen Bank model should have succeeded in the case of AIM, but not, so far, in the MMF. The fact that MMF's director is allowed less autonomy
in the management structure to make decisions about how to run the programme is highlighted as a major weakness in this attempt to adapt a development model to a new country.
- From the Editor
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