A Study on Institutional Coordination Mechanisms for Rural Revitalization from the Perspective of Policy Implementation Theory

The comprehensive advancement of the rural revitalization strategy requires effective policy integration among multiple functional departments, including agriculture and rural affairs, finance, civil affairs, and natural resources, across both vertical administrative levels and horizontal departmental lines. In practice, however, policy fragmentation and implementation friction remain prominent, and failures of institutional coordination have become a key bottleneck constraining revitalization outcomes. Existing studies have mainly focused on resource inputs and policy design, while systematic examination of multi-departmental coordination mechanisms remains insufficient. Using policy implementation theory and institutional coordination theory as its analytical framework, this paper identifies three institutional roots of coordination failure: vertical-horizontal administrative segmentation, misaligned incentive structures, and information asymmetry. It then analyzes the core institutional conditions under which effective coordination can be achieved, including the rational allocation of formal authority and resource control, the trust basis of informal collaborative networks, and the functional division of labor among three types of grassroots actors: township governments, village committees, and resident work teams. The study finds that vertical coordination relying solely on administrative orders is insufficient to bridge institutional fractures among horizontal departmental lines; the compound use of multiple coordination mechanisms is the practical path for improving policy integration capacity. The theoretical contribution of this paper lies in systematically introducing policy implementation theory into the study of institutional coordination in rural revitalization and providing an institutional-design basis for grassroots governance reform.