Coordination processes and outcomes in the public service: the challenge of inter-organizational food safety coordination in Norway

In 2004 Norway implemented a food safety reform programme aimed at enhancing inter‐organizational coordination processes and outcomes. Has this programme affected inter‐organizational coordination processes and outcomes, both vertically and horizontally – and if so how? This article employs the concept of inter‐organizational coordination as an analytical tool, examining it in the light of two theoretical perspectives and coupling it with the empirical findings. The argument presented is that the chances of strong coordination outcomes may increase if inter‐organizational processes feature a clear division of labour, arenas for coordination, active leadership, a lack of major conflicting goals, and shared obligations.