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When Does Cooperation Improve Public Policy Implementation?
Author(s) -
Lundin Martin
Publication year - 2007
Publication title -
policy studies journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.773
H-Index - 69
eISSN - 1541-0072
pISSN - 0190-292X
DOI - 10.1111/j.1541-0072.2007.00240.x
Subject(s) - task (project management) , public policy , business , test (biology) , public sector , public administration , service (business) , policy analysis , public relations , public economics , economics , political science , marketing , economic growth , management , economy , paleontology , biology
Interorganizational cooperation is often considered valuable in the public sector. However, in this article it is suggested that the impact of cooperation on public policy implementation is dependent on the type of policy being carried out. It is argued that complex policies are more effectively put into practice if agencies cooperate a lot, whereas less difficult tasks are handled just as well without interorganizational cooperation. Thus, two policies within the Swedish active labor market policy are examined. The empirical test focuses on the cooperation between Public Employment Service offices and municipal labor market administrations. In agreement with the hypothesis, the findings suggest that policy matters. The implementation of one of the policies—the complex policy—is enhanced if cooperation between agencies increase. On the other hand, cooperation does not improve implementation of the less complex task. The study is based on quantitative data.