The Relational Network of Policy Entrepreneurs’ Strategies in the Public Policymaking System of Iran

Document Type : Research Article

Authors

1 PhD Student of Public Administration, Decision Making and Public Policy, College of Farabi, University of Tehran, Qom, Iran

2 Assistant Professor, Faculty of Management & Accounting, College of Farabi, University of Tehran, Qom, Iran

3 Professor, Department of Public Administration, Tarbiat Modarres University, Tehran, Iran

Abstract

This article presents the results of the examination of the policy entrepreneurs’ strategies in the public policymaking atmosphere of Iran using DEMATEL technique. In line with the research topic, the purpose of this study was to identify and detect causal relations, estimate the effect size, and finally presentthe relational network of strategies that participants’ thought are used by policy entrepreneurs in the public policymaking atmosphere of Iran to offer policy innovations. The research method was descriptive, and 20 experts were selected through purposive/ judgmental sampling based on the maximum variation and snowball strategies. To this end, first the theoretical bases and concepts of policy entrepreneurship are expressed in order to identify the policy entrepreneurs’ strategies in the literature. Then, using DEMATEL technique, the strategies extracted from the experts’ interviews are prioritized in a structure based on the graph theory to identify the causal relations and then their relational network map is developed. Based on these steps, the relational network of policy entrepreneurs’ strategies in the public policymaking system of Iran is provided. Moreover, the most effective strategies are found to be “strategies of relational management, using the media, and persuading and convincing the audience through speech power,” while “changing the actors and stakeholders with the right to address the issue in order to remove the opponents” was found to be the most influenced strategy of the policy entrepreneurs. 

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References

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Organizational Culture Management
Volume 20, Issue 3
October 2022
Pages 487-518

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