2020-05-20T08:42:21Z
2020-05-20T08:42:21Z
2018-03-24
2020-05-20T08:42:21Z
Purpose Given the spread of multi‐level governance tools, interaction between local and regional governments has become an important mechanism for service delivery and the implementation of public policies. The paper will empirically test a model of cooperative relations affecting local governments and thus having impact on local autonomy and dependence. Design/methodology/approach This article takes previous typologies as a starting point to theoretically build and empirically test a model of cooperative relations based on two selected indicators: the degree of autonomy-dependence and the degree of rigidity-flexibility of the cooperative system. In a second step, the authors stimulate the model numerically to match real data on it coming from South‐European local governments to assess the functioning of the theory in a concrete space and time. Findings The combination of the aforementioned concepts, creates a four-option theoretical model that describes four possible situations where cooperative intergovernmental relations can be empirically placed. Originality/value This article points out the need to incorporate empirical studies to trace the characteristics and evolution of the cooperative relations between local governments and upper tiers. This is particularly relevant if we are referring to mechanisms that can vary through time. In the current big and open data era, this empirical process will become easier and more affordable. In this context, local government studies benefit from particular features that improve the operation of this kind of analysis: large 'N' configuration (a large number of units to be included) and a reasonable equivalence in concepts and bodies that allows comparability.
Article
Accepted version
English
Administració local; Administració pública; Cooperació intergovernamental; Relacions intergovernamentals; Local government; Public administration; Intergovernmental cooperation; Interstate relations
Emerald
Versió postprint del document publicat a: https://doi.org/10.1108/IJPSM-01-2017-0013
International Journal of Public Sector Management, 2018, vol. 31, num. 4, p. 410-425
https://doi.org/10.1108/IJPSM-01-2017-0013
(c) Medir Tejado, Lluís et al., 2018