Inter Organizational Policy Systems and Research on Public Organizations

Abstract

This article argues that the basic unit for much of public organization analysis is not the organization as is the convention in organization and management theory. Rather, it is an interorganizational unit—the policy system-which centers on a public policy domain.

Facilitating Collaboration with Problem Structuring Methods: A Case Study of an Inter-Organisational Construction Partnership

“…In this paper, drawing primarily on inter-organisational domain theory (Brown 1983;Gray 1989;McCann 1983;Trist 1983;Westley and Vredenburg 1991), collaboration is conceptualised as a well-adapted response to interorganisational problem domains. A problem domain is not an objectively given entity but one that is socially constructed (Berger and Luckmann 1966), and one which emerges when a set of actors (individuals, groups or organisations) become interdependent on one another because the actions that each other takes with respect to the problem generate potentially unpredictable consequences for the others and vice versa (Gray 1989;Hardy 1994;McCann 1983;Milward 1982;Trist 1983). Gray (1989) defines collaboration as "a process through which parties who see different aspects of a problem (domain) can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible" (p. 5).…”

Programa Cultura Viva e o campo organizacional da cultura: análise de políticas públicas pela perspectiva institucionalista

“…A revisão de literatura adota a perspectiva institucionalista organizacional para compreender uma política pública como um sistema de políticas interorganizacionais (Milward, 1982). Assim, a unidade de análise deste estudo não é uma organização em particular, nem tão pouco a política de cultura, mas o sistema interorganizacional que ela forma, que caracteriza o próprio campo organizacional da cultura (Powell e DiMaggio, 1983;Reay e Hinings, 2005).…”

Creating and managing a virtual inter-organizational learning network for greener production: a conceptual model and case study

“…A number of researchers have referred to the network phenomena in public administration since as early as 1978 in terms of: issue networks (e.g., Heclo [2]; implementation structures (e.g., Hjern and Porter [3], Trist [4]; inter-organizational policy systems (e.g., Milward and Wamsley [5]); advocacy coalitions (e.g., Sabatier and Jenkins-Smith [6]); policy formation and implementation (e.g., Rainey and Milward [7], Mandell [8], Marin and Mayntz [9], Bressers, O'Toole, and Richardson [10], Agranoff [11], O'Toole [12]); and self-governing institutional arrangements (e.g., Ostrom, Gardner, and Walker [13]). There is emerging evidence that the application of network structures and learning organizational models, when placed within the broader context of sustainable development and production, can be very productive (Wheeler [14]).…”