Document Type : Exploratory

Authors

1 Ph.D student of public policy making, Modares University, Tehran, Iran

2 Professor of public administration, Modares University, Tehran, Iran

3 Professor of bussines administration, Modares University, Tehran, Iran

4 Assistant professor of management, Educational institution of Iranian planning and management

Abstract

Public organizations as the main elements in the policy implementation process, have to collaborate with different institutional actors. According to the multi-dimensional nature of public problems, the collaboration between public organizations is the cornerstone of failure or succession of policy making and implementation. Without inter-organizational coordination, policy implementation will face to many challenges. The study aims to explore the barriers of collaboration among public organizations in Iran. Unfortunately in Iran, there are few studies which conducted about inter-organizational between public organizations, in particular, the barriers of inter-organizational in public sector. This research is carried out in a qualitative method and hope to develop the coordination methods and practical guidance for Iranian public organizations. This leads to inter-organizational coordination as a mechanism to help policy implementation in Iran. Organizational, inter-organizational, legal, administrative, political, social or cultural, environmental barriers are derived from this research.

Keywords

Main Subjects

آقاجانی، حسنعلی. (1385). امکان سنجی ایجاد هماهنگی بین سازمانی میان سازمانهای متولی و مرتبط با اشتغال در استان مازندران، فصلنامه مدیریت 3(7): 58-79.
آقاجانی، حسنعلی؛ امین، فرشته؛ عباسقلی پور، محسن. (1393). مطالعه تجربی هماهنگی بین سازمانی (مورد مشاهده: سازمان های مرتبط با کار و اشتغال در ایران)، مطالعات مدیریت 7(2): 285-304.
پورحسینی، سمیراسادات. (1390). آسیب شناسی کارکرد هماهنگی بین سازمان های مسئول در مدیریت بحران. پایان نامه کارشناسی ارشد دانشگاه پیام نور استان تهران، تهران.
ربیعی، علی؛ اردلان، علی؛ و پورحسینی، سمیراسادات. (1392). ارزیابی کارکرد هماهنگی سازمان‌های مسؤول در مدیریت بلایای طبیعی. حکیم 16(2): 107-117.
زارعی، ابراهیم. (1390). بررسی عوامل موثر بر همکاری بین سازمانی در ارگان های مرتبط با مدیریت بحران استان فارس در مرحله قبل از بحران. پایان نامه کارشناسی ارشد دانشگاه شهید باهنر کرمان، کرمان.
متاجی، خضراله؛ زمردیان، غلامرضا؛ مظفری، مهرداد. (1389). هماهنگی بین سازمانی سازمان ها، مدیریت کسب و کار 2(8): 9-26.
منصوری، عزیز؛ فاضلی، عبدالرضا. (1392). دولت افقی و هماهنگی افقی (چرایی، موانع کلیدی و راهبردها)، مجلس و راهبرد 20(73): 5-29.
موسی خانی، محمد؛ مانیان، امیر؛ احقاقی الهام. (1393). تدوین مدل ارزیابی بلوغ همکاری در شبکه های بین سازمانی شبکه شباب. پژوهشهای مدیریت در ایران 18(3): 157-180.
Alexander, E. R. (1995). How organizations act together: Interorganizational coordination in theory and practice. Psychology Press
Andrews, R. (2008). Perceived environmental uncertainty in public organizations: An empirical exploration. Public Performance & Management Review, 32(1), 25-50.
Bellamy, C., & Taylor, J. A. (1994). Reinventing government in the information age. Public Money & Management, 14(3), 59-62.
Bouckaert, G., Peters, B. G., & Verhoest, K. (2010). The coordination of public sector organizations. Hampshire: Palgrave Macmillan.
Bouckaert, G., Peters, B. G., & Verhoest, K. (2016). Coordination of Public Sector Organizations. Palgrave Macmillan.
Branco, A. U. (2003). Social development in cultural context: Cooperative and competitive interaction patterns in peer relations. Handbook of developmental psychology, 1, 238-256.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology3(2), 77-101.
Chen, C. A. (2008). Linking the knowledge creation process to organizational theories: A macro view of organization-environment change. Journal of Organizational Change Management, 21(3), 259-279.
Christensen, T., & Lægreid, P. (2008). The challenge of coordination in central government organizations: The Norwegian case. Public organization review, 8(2), 97.
Dewett, T., & Jones, G. R. (2001). The role of information technology in the organization: a review, model, and assessment. Journal of management, 27(3), 313-346.
Dunleavy, P., & Hood, C. (1994). From old public administration to new public management. Public money & management, 14(3), 9-16.
Grudinschi, D., Kaljunen, L., Hokkanen, T., Hallikas, J., Sintonen, S., & Puustinen, A. (2013). Management challenges in cross-sector collaboration: elderly care case study. The Innovation Journal, 18(2), 0_1.
Hall, R. H., Clark, J. P., Giordano, P. C., Johnson, P. V., & Van Roekel, M. (1977). Patterns of interorganizational relationships. Administrative Science Quarterly, 457-474.
Halligan, J. (2007). Reintegrating government in third generation reforms of Australia and New Zealand. Public Policy and Administration, 22(2), 217-238.
Kallis, G., Kiparsky, M., & Norgaard, R. (2009). Collaborative governance and adaptive management: Lessons from California's CALFED Water Program. Environmental Science & Policy, 12(6), 631-643.
Kickert, W. J., Klijn, E. H., & Koppenjan, J. F. (Eds.). (1997). Managing complex networks: Strategies for the public sector. Sage.
Klievink, B., & Janssen, M. (2009). Realizing joined-up government—Dynamic capabilities and stage models for transformation. Government Information Quarterly, 26(2), 275-284.
Lämsä, A. M., & Sintonen, T. (2006). A narrative approach for organizational learning in a diverse organisation. Journal of Workplace Learning, 18(2), 106-120.
Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 1-13.
Levina, N., & Orlikowski, W. J. (2009). Understanding shifting power relations within and across organizations: A critical genre analysis. Academy of Management Journal, 52(4), 672-703.
Lindblom, C. E. (1965). The intelligence of democracy: Decision making through mutual adjustment (pp. 38-44). New York: Free Press.
McGuire, M., & Agranoff, R. (2011). The limitations of public management networks. Public Administration, 89(2), 265-284.
McNamara, M. (2012). Starting to untangle the web of cooperation, coordination, and collaboration: A framework for public managers. International Journal of Public Administration, 35(6), 389-401.
Mintzberg, H. )1979(. The structuring of organizations. Prentice-Hall: Englewood Cliffs, NJ.
Nosek, J. T., & McManus, M. (2008). Collaboration challenges: bridging the IT support gap. Information Systems Management25(1), 3-7
O’Reilly, K., Paper, D., & Marx, S. (2012). Demystifying grounded theory for business research. Organizational Research Methods15(2), 247-262.
O'Leary, R., & Bingham, L. B. (Eds.). (2009). The collaborative public manager: New ideas for the twenty-first century. Georgetown University Press.
Osborne, D. (1993). Reinventing government. Public productivity & management Review, 349-356.
Osborne, S. P. (1997). Managing the coordination of social services in the mixed economy of welfare: competition, cooperation or common cause?. British journal of management8(4), 317-328.
Precup, L., O'Sullivan, D., Cormican, K., & Dooley, L. (2005). Virtual team environment for collaborative research projects. International Journal of Innovation and Learning, 3(1), 77-94.
Reff Pedersen, A., Sehested, K., & Sørensen, E. (2011). Emerging theoretical understanding of pluricentric coordination in public governance. The American Review of Public Administration, 41(4), 375-394.
Rowlinson, M., & Hassard, J. S. (2013). Historical neo-institutionalism or neo-institutionalist history? Historical research in management and organization studies. Management & Organizational History, 8(2), 111-126.
Sanders, N. R. (2007). An empirical study of the impact of e-business technologies on organizational collaboration and performance. Journal of Operations Management, 25(6), 1332-1347.
Sørensen, E., & Torfing, J. (2009). Making governance networks effective and democratic through metagovernance. Public administration, 87(2), 234-258.
Stoker, G. (2005). Joined-Up Government for Local and Regional Institutions. In V. Bogdanor, ed. Joined-Up Government. Oxford: Oxford University Press.
Turner III, D. W. (2010). Qualitative interview design: A practical guide for novice investigators. The qualitative report15(3), 754.
Van Kersbergen, K., & Van Waarden, F. (2004). Governance as a bridge between disciplines: Cross disciplinary inspiration regarding shifts in governance and problems of governability, accountability and legitimacy. European Journal of Political Research, 43, 143-171.
Waldo, D. (1952). Development of theory of democratic administration. American Political Science Review, XLVI, 81-103.
Weible, C., Sabatier, P. A., & Lubell, M. (2004). A Comparison of a Collaborative and Top‐Down Approach to the Use of Science in Policy: Establishing Marine Protected Areas in California. Policy Studies Journal, 32(2), 187-207.
Wilson, W. (1887). The study of administration. Political Science Quarterly, 2, 197-222.
Yang, T. M., & Maxwell, T. A. (2011). Information-sharing in public organizations: A literature review of interpersonal, intra-organizational and inter-organizational success factors. Government Information Quarterly, 28(2), 164-175.