Administrative Agencies and the Collaborative Game: An Analysis of the Influence of Government Agencies in Collaborative Policy Implementation

Abstract

Over the past decades, most countries have witnessed an increase in collaborative arrangements for engaging stakeholders in collective decision‐making processes. Despite the fact that the role of the state in the collaborative structures has been one of the highly debated issues, there is still a need for a more comprehensive understanding of how governmental agencies affect the performance of collaborative actions. This article develops a framework for systematic analyses of collaborative effects on policy performance. Using PROCESS OLS regression, the authors apply the framework to project‐level Cohesion Policy implementation in Finland – that is, to collaborative arrangements embedded in a rather fragmented and complex administrative context. The typical state characteristics of a Nordic country make Finland an interesting case for studying the interaction in collaborative arrangements between the administration and external agencies in a modern welfare state. The results presented in this article show that government agencies have a considerable moderating impact on the relationships between collaborative qualities and performance. The impact is, however, dependent on the responsiveness of the external agent to the bureaucratic rationale. The results underline the importance of more holistic approaches for analyzing complex collaborative constellations, focusing particularly on interaction effects between potential explanatory factors.

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