000			01998naa a2200181uu 4500
001			8052316384510
003			OSt
005			20190211163636.0
008			080523s2007 xx ||||gr |0|| 0 eng d
100	1		_aLUNDIN, Martin _934254
245	1	0	_aExplaining cooperation : _bhow resource interdependence, goal congruence, and trust affect joint actions in policy implementation
260			_aNew York : _bOxford University, _coct. 2007
520	3		_aA perennial problem when political decisions are to be implemented is how to make authorities work together. Previous research shows that resource interdependence, goal congruence, and mutual trust increase interorganizational cooperation. In this article, it is argued that interaction effects must also be considered in order to fully understand how these variables affect cooperation. The study is based on 203 dyads of Swedish Public Employment Service offices and municipalities in 2003. I find that mutual trust is necessary if goal congruence is to increase cooperation between these agencies. Furthermore, mutual trust only has a positive effect if organizations have similar objectives. However, trust is not required for resource interdependence to affect cooperation, and the effect of trust is not dependent on the organizations' mutual dependence. The results imply that trust and goal congruence must exist simultaneously in order to promote joint actions. Thus, if a management strategy aimed at increasing cooperation only focuses on the organizations' objectives or the level of trust between them, it will fail. An important lesson for future research is that including interaction terms in the analysis improves our understanding of interorganizational cooperation
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g17, 4, p. 651-672 _dNew York : Oxford University, oct. 2007 _xISSN 10531858 _w
942			_cS
998			_a20080523 _b1638^b _cTiago
998			_a20120521 _b1037^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26453 _d26453
041			_aeng