The purpose of this case study was to understand the relationship between USAID and U.S. universities in the context of evolving foreign assistance policy. The formation of the partnership and the characteristics of how the partnership functions beyond the political call for this alliance was studied. My interest was to identify and study what elements in this relationship promote long-term collaboration where the organizations are motivated by reasons other than monetary support and project completions. This study described an analyzed a partnership between the United States Agency for International Development (USAID) and three U.S. land-grant universities. The partnership was centered on an international development project, Partnership for Food Industry Development. This project was designed to strengthen food industries in developing countries and promote their producers' effective participation in the global trading system. Specifically this study examined the impact of organizational philosophy and policies on the formation and sustainability of these relationships. The participants consisted of project staff/faculty from each of the three university partners and agency staff members from USAID and Higher Education Development (HED), a branch unit of USAID. This research project was a qualitative case study where the data were collected through interviews, and document analysis. The major themes that emerged through the analysis of the data collected were: the nature of relationship between universities and USAID; lack of institutional understanding; organizational and philosophical barriers that prohibit international development work. It was realized that in order for a successful partnership to occur between USAID and universities there were specific changes that needed to take place in both organizations. This study focused on the changes that needed to take place within the university. This study confirmed that partnerships between USAID and universities have the potential to assist development experts in the process of international development and capacity building. It also confirmed that the differences in organizational structure among these partner organizations challenge the institutional mission of the university and impact the professional life of researchers who are involved in international development work. The findings of the study added to the literature by providing a better understanding of organizational barriers in place at USAID and universities engaged in international development projects. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]