Multi-organisational implementation: A challenge for empirical research and modelling

Abstract The tentative evidence which has emerged from multi–organisational implementation processing has had little impact on explanatory theoretical frameworks. The literature uses 'top–down' and 'bottom–up' models as if they were totally discrete ways of examining the institutionalisation of an implementation process. However, actual processes tend to fall somewhere between these two extremes. In this paper, I consider why this might be the case and suggest that there are ways of solving the theoretical dilemmas which prevent a comprehensive analysis of implementation processing. Using evidence from a recently completed case study of the implementation of environmental health–care in Finland, I suggest that the evidence of an interplay between the mandated implementors and others, be they public or private agents, may be an indication of an effective method of coping with these issues.