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Pathways to cooperation among public agencies

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  • Janet A. Weiss

Abstract

This study explores forces that push public agencies to overcome barriers to cooperation. Case studies of nine groups of local school districts examined the pressures that shaped local participation in cooperative programs. The literature on relationships among organizations suggests six possible reasons to bear the costs of cooperation: to get more resources, to satisfy norms and values, to obtain political advantage, to solve problems, to reduce uncertainty, and to obey legal mandates. Data from the cases illustrate strengths and weaknesses of these six theoretical lines of argument as they apply to the decisions of public managers coping with complex realities. A process model of cooperation integrates the lessons of the data into a perspective that highlights the role of demands for improved performance. The model offers realistic guidance for the design of workable cooperative relationships.

Suggested Citation

  • Janet A. Weiss, 1987. "Pathways to cooperation among public agencies," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 7(1), pages 94-117.
    • Handle: RePEc:wly:jpamgt:v:7:y:1987:i:1:p:94-117
    DOI: 10.2307/3323353
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    Cited by:

    1. Chang Bum Ju & Shui-Yan Tang, 2011. "External Legitimacy, Goal Congruence and Collective Resistance," Urban Studies, Urban Studies Journal Limited, vol. 48(4), pages 811-825, March.
    2. Laurence E. Lynn, 1994. "Public management research: The triumph of art over science," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 13(2), pages 231-259.
    3. van den Heuvel, Frank P. & de Langen, Peter W. & van Donselaar, Karel H. & Fransoo, Jan C., 2013. "Regional logistics land allocation policies: Stimulating spatial concentration of logistics firms," Transport Policy, Elsevier, vol. 30(C), pages 275-282.
    4. Laurence E. Lynn Jr. & Carolyn J. Hill, 2001. "Producing Human Services: Why Do Agencies Collaborate?," JCPR Working Papers 219, Northwestern University/University of Chicago Joint Center for Poverty Research.
    5. Alice Moseley & Oliver James, 2008. "Central State Steering of Local Collaboration: Assessing the Impact of Tools of Meta-governance in Homelessness Services in England," Public Organization Review, Springer, vol. 8(2), pages 117-136, June.
    6. Rodrigo Serrano, 2003. "What Makes Inter-Agency Coordination Work?: Insights from the Literature and Two Case Studies," IDB Publications (Working Papers) 52898, Inter-American Development Bank.
    7. Kelman, Steven J. & Hong, Sounman & Turbitt, Irwin, 2011. "Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships," Scholarly Articles 4723208, Harvard Kennedy School of Government.
    8. Sydelko, Pamela & Espinosa, Angela & Midgley, Gerald, 2024. "Designing interagency responses to wicked problems: A viable system model board game," European Journal of Operational Research, Elsevier, vol. 312(2), pages 746-764.
    9. Serrano, Rodrigo, 2003. "What Makes Inter-Agency Coordination Work?: Insights from the Literature and Two Case Studies," IDB Publications (Working Papers) 3745, Inter-American Development Bank.
    10. Ellefson, Paul V. & Moulton, Robert J. & Kilgore, Michael A., 2003. "Public agencies and bureaus responsible for forest management and protection: an assessment of the fragmented institutional landscape of state governments in the United States," Forest Policy and Economics, Elsevier, vol. 5(3), pages 207-223, September.
    11. Barlage, M., 2014. "Essays on the relations between European police forces and their stakeholders," Other publications TiSEM ce70e083-86f4-4841-874a-6, Tilburg University, School of Economics and Management.

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