Coordination Evaluation Model in the Administrative Policies of the Islamic Republic of Iran

Document Type : Research Paper

Authors

1 PhD graduated, Department of Public Management and Organizational Sciences, Faculty of Management, University of Tehran, Iran.

2 Associate Professor, Department of Leadership and Human Capital, Faculty of Public Management and Organizational Sciences, University of Tehran, Iran.

3 Professor of the School of Governance, University of Tehran, Iran.

4 Associate Professor, Department of Public Management, Faculty of Islamic Knowledge and Management, Imam Sadiq University, Iran.

10.22111/jmr.2025.51194.6340

Abstract

Abstract
This research employs a mixed exploratory strategy, beginning with a multi-case study to conduct congruence analysis between two significant and influential policies in the administrative system: the Management of Civil Services Act (approved in 2016) and the comprehensive roadmap and programs for the reform of the administrative system (2013–2014). Through this analysis, it identifies the categories and components of coordination. In the quantitative phase, the study utilizes a combined approach of Interpretive Structural Modeling (ISM) and fuzzy Delphi (FD) methods to propose a model for assessing coordination in the policies of the Islamic Republic of Iran.
Introduction
“Policy coordination” is a new specialized term, yet it has deep historical roots in the conceptual framework of policymaking and public governance (Bouckaert et al., 2016). In the public sector, the issue of coordination arises due to the widespread adoption of New Public Management in various countries and the resulting increase in specialization within government. This has led to the phenomenon of siloing and compartmentalization of services and policies (Gregory, 2006; Pollitt, 2003; Lægreid et al., 2016). Developing a model for assessing coordination in the public sector requires scientific innovations that take into account prevailing conditions and demands (Bianchi & Peters, 2018). This research aims to enhance and improve coordination and collaboration within the administrative system, which has been overlooked due to an inefficient focus on performance evaluation at the organizational level (the New Public Management approach) and a lack of attention to the policy level (or, in other words, the governance network level) (Bouckaert et al., 2016). In this study, “policy coordination” refers to the appropriate level of cooperation among stakeholders and integration in the public policymaking process, such that it continuously and simultaneously enhances the efficiency and effectiveness of the policy network.
Case study
The subjects of this research are two significant and influential policies within the administrative system: the Management of Civil Services Act (approved in 2016) and the comprehensive roadmap and programs for the reform of the administrative system (2013–2014).
Materials and Methods
In the qualitative phase, purposeful theoretical sampling was conducted through interviews with 23 experts in the administrative system. Subsequently, the categories and components of coordination were extracted using congruence analysis. In the quantitative phase, a closed-ended questionnaire based on ISM and FD was completed with the participation of 22 administrative experts. The items identified in the qualitative section were then ranked and weighted.
Discussion and Results
The Coordination Evaluation Model is designed along two axes: the horizontal axis, which contains four levels of coordination ranging from negative coordination to positive coordination, and the vertical axis, where the categories of coordination are arranged in order of decreasing impact. The proposed model has a total of 1,000 points and includes eight main categories and 26 sub-components of coordination. The scoring and ranking of these categories and components are based on fuzzy Delphi logic.
Conclusion
The model presented in this research is applicable at three levels: organizational, network, and governmental. By evaluating the relevant entity and determining the acquired score, the level of coordination of that system can be identified. Based on this assessment, a path for the improvement and enhancement of coordination can be planned and pursued.

Keywords

References

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