RATIONAL CHOICE AND POLICY IMPLEMENTATION - IMPLICATIONS FOR INTERORGANIZATIONAL NETWORK MANAGEMENT

Research on interorganizational policy implementation continues to be characterized by diverse theoretical approaches. It is perhaps surpris ing to observe, however, that formal and especially rational-choice ap proaches have been essentially neglected in the study of policy implem entation processes. This article focuses on this matter and reaches mi xed conclusions. An examination of how rational-choice approaches such as game theory might contribute to the enhancement of interorganizati onal management shows that serious limitations constrain what may be p ossible theoretically through the formal rational-choice representatio n and analysis of many interorganizational implementation settings. Ne vertheless, and somewhat paradoxically, exploring these qualifications suggests a set of practical implications for the actual conduct of ma nagement in policy network settings.