Path Dependence and the Roots of Interorganizational Relationship Challenges

Abstract

Governance today often requires concerted action by multiple organizations operating within and across sectors. Although scholars fruitfully have assayed many factors that facilitate or constrain interorganizational collaboration, the extant literature largely ignores the ways in which historical patterns of policy and organizational development may figure in present-day obstacles to collaboration. This is unfortunate, for such obstacles may result from path dependence and, thus, be particularly ingrained and resistant to change. In this article, we detail recent advances in path dependency theory, then illustrate our argument with a case study of path-dependent barriers to collaboration between two public programs pressed to work together after decades of deliberately separate operation. The case confirms the utility of new theoretical developments, yet also suggests necessary clarifications and refinements. Though aspects of path dependence theory should be reexamined, we argue that it is ripe for use by scholars of public management concerned with barriers to collaboration and other contemporary governance challenges.