Boundary-Crossing Strategies: Managing Macro Policies in a Federal Government

Pedro Cavalcante,Gabriela Spanghero Lotta

doi:10.1590/1982-7849rac2021200012.en

Abstract

ABSTRACT Objectives: this paper aims to analyze boundary-crossing strategies, henceforth BCS, a complex and relatively new coordination trend in public administration. To do so, we investigated how three prioritized coordination policies from different sectors were designed and implemented in Brazil. Methods: following a literature review on BCS, the paper employs content analysis of the programs’ legislation and government white papers. To understand how the programs actually functioned, we interviewed key government stakeholders. Results: they suggest that two macro policies incorporated most of the boundary-crossing features in their formal design and, more importantly, implementation processes. However, the degree to which these characteristics are present varies according to the research focus or the interviewee’s position. Conclusions: main findings of BCS strategy are that policy effectiveness and continuity depend on the consensus of different stakeholders about policy goals; the empowerment of leaders; adoption of new coordination instruments; and continuing policy prioritization. Finally, by exploring the adaptation of an international trend to the Brazilian public administration context, the paper shows crucial insights for innovation in terms of policy coordination and implementation.

Highlights

During recent decades, the public sector has experienced the emergence of new strategies to cross boundaries, aiming to improve performance in different ways (Lazzarini, Pongeluppe, Ito, Oliveira, & Ovanessoff, 2020)
Focusing on an integrated view of policymaking as well as strengthening coordination and control mechanisms, these management strategies reflect the opposite view of the original New Public Management (NPM) approach by highlighting the need for reintegration and needs-based holism
The bulk of the literature agrees that the reasons for the introduction of boundaries crossing strategies (BCS) stem from the excessive organizational fragmentation as a consequence of the NPM reforms, and the increasing complexity of public problems and solutions in the contemporary public governance era (Christensen & Lægreid, 2007; Dommett & Flinders, 2015; Elston, MacCarthaigh, & Verhoest, 2018; Lodge & Gill, 2011; Pollitt, 2010)

Summary

INTRODUCTION

The public sector has experienced the emergence of new strategies to cross boundaries, aiming to improve performance in different ways (Lazzarini, Pongeluppe, Ito, Oliveira, & Ovanessoff, 2020). The majority of scholars investigating these new models of coordination and governance have looked at developed countries (Birrel, 2008; Fossestøl, Breit, Andreassen, & Klemsdal, 2015; Greve, Laegreid, & Rykkja, 2016; O’Flynn, Blackman, & Halligan, 2013; Wegrich, 2009) These studies have been able to draw valuable lessons about these new coordination models, their results, and challenges. The practical lessons from this inquiry show that the policy effectiveness and stability depend on the consensus of stakeholders about the policy objectives, leaders’ empowerment, and the implementation of new and innovative coordination instruments to keep the policy in the priority agenda Besides this introduction, the remainder of the paper is as follows. The paper ends with concluding remarks and recommendations for future research

LITERATURE REVIEW

Methodology

Juliano Pimentel