Strategies for intergovernmental management:implementing programs in interorganizational networks

References

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• Dyadic analyses have reached a fairly high level of sophistication and have included some longitudinal as well as cross-sectional studies (e.g., Van de Ven and Walker. "Dynamics"). On the distinctions among concepts see Aldrich and Whetten. "Organization-sets."
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• These points are documented in some detail in 0′ Toole. “Policy Recommendations.”
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• See Hjern. “Implementation Research”; Mandell. “Application”; and Sabatier. “Top-Down and Bottom-Up.”
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• See , e.g., O′Toole and Montjoy. “Interorganizational Policy Implementation.”
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• This framework is taken largely from O'Toole and Montjoy. “Interorganizational Policy Implementation.”
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• Bowen , Elinor . 1982 . The Pressman-Wildavsky Paradox:Four Addenda on Why Models Based on Probability Theory Can Predict Implementation Success and Suggest Useful Tactical Advice for Irnplementers . Journal of Public Policy , 2 February : 1 – 21 .
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• O'Toole and Montjoy . 1967 . “ Interorganizational Policy Implementation ” . In Organizations in Action , New York : McGraw-Hill . The typolocy was first sketched in Thompson, James D .Organizations in Action
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• There are many examples to document this qeneralization. See, for instance, Agranoff. intergovernmental Manaqement.
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• O'Toole Interorganizational Co-operation 146
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• Durant , Robert F. 1984 . EPA, TVA, and Pollution Control: Implications for a Theory of Regulatory Policy Implementation . Public Administration Review , 44 July : 305 – 315 . August
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• Scharpf , Fritz W. , Reissert , Bernd and Schnabel , Fritz . “ Policy Effectiveness and Conflict Avoidance in Interorganizational Policy Formation ” . In Interorganizational Policy Making Edited by: Hauf and Scharpf . See also Agranoff Interorganizational Management;180;and O'Toole Interorganizational Co-operation:141
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