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Interorganizational Policy Implementation: A Theoretical Perspective

Laurence J. O'Toole, Jr. and Robert S. Montjoy
Public Administration Review
Vol. 44, No. 6 (Nov. - Dec., 1984), pp. 491-503
Published by: Wiley on behalf of the American Society for Public Administration
DOI: 10.2307/3110411
Stable URL: http://www.jstor.org/stable/3110411
Page Count: 13
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Interorganizational Policy Implementation: A Theoretical Perspective
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Abstract

In this paper, organization theory is used to develop some predictions about what is likely to happen when policy makers ask two or more administrative agencies to work together implementing a policy. This analysis incorporates several variables from the current implementation literature and then explores the utility of an additional factor-the pattern, or structure, of interdependence among the implementing units. One important conclusion is that, contrary to conventional wisdom, with certain structures of interdependence the chances of implementation may actually increase with the number of units involved. A sample of cases from U.S. General Accounting Office reports is used to check the applicability of this theory.

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