Local Managerial Perceptions of Intergovernmental Management

Abstract

Interjurisdictional policy problems have facilitated both interlocal cooperation and opportunities for self-interested behavior from local governments. However, intergovernmental management (IGM) approaches shape how local governments interact with each other and how much influence local managerial efforts have on policy outcomes. After identifying three IGM models used to manage air quality, analyses of local managerial perceptions indicate that some approaches facilitate more cooperation and organizational efficacy than others through structuring responsibilities in Clean Air Act policy implementation. Conclusions suggest that approaches to IGM are important in shaping how managers perceive efforts to manage complex policy problems.