Breakdown of inter-organisational relations. The case of regional councils in Norway

Research on successful Inter-Organisational Relations (IORs) – such as networks, joint ventures, alliances, and partnerships – has expanded rapidly in recent years. Much less is known, however, about the factors and events... [ view full abstract ]

Research on successful Inter-Organisational Relations (IORs) – such as networks, joint ventures, alliances, and partnerships – has expanded rapidly in recent years. Much less is known, however, about the factors and events leading to their breakdown. This article’s main contribution lies in evaluating the main criteria for measuring breakdown in political and administrative cooperation between organisations. Specifically, it provides a comparative empirical evaluation of four similar inter-municipal cooperations in Norway (called ‘regional councils’), two experiencing breakdown and two which are still fully functioning. These regional councils are voluntary arrangements, resulting from a bottom-up process and they are not mandated by central government (no specific tasks or functions are delegated from state institutions). They are multifunctional, with roles in spatial and social planning, coordination of regional initiatives regarding common regional resources (water, transport, culture, etc.), and sometimes in initiating and overseeing inter-municipal service delivery with the aim of optimising regional potential and minimising risk and costs. The preliminary results suggest that the interplay between structural (e.g. interdependence), contextual (e.g. geographical location) and process (e.g. trust) issues are central to a proper understanding of IORs’ breakdown.

Key words: Inter-organisational relations (IORs), breakdown, cooperation, municipality, regional council, Norway.