Abstract
Kingdon's framework has limited power to explain policy changes in the Global South. By investigating Thai cases, cultural and organisational conditions are found to play an important role in creating opportunities for policy entrepreneurship and in the successful formation and implementation of inter-local collaboration policy. The strong hierarchical social system prevalent in Thai culture caused the mayors of powerful councils to perceive themselves as the benevolent brother, with a responsibility to help those with limited resources to enhance their service-delivery capabilities. Hence, they played entrepreneurial roles to form collaboration. Then, they play managerial roles to sustain and push forward it.
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