Public action against air pollution : from the paradoxes of inter-organizational action to a paralyzing vicious cycle

Local policies that try to improve outdoor air quality need many public and private groups to work together. These partnerships often run into structural and managerial paradoxes that slow or stop progress. This research project offers a clear framework for studying the tensions that appear when administrative borders shift, institutional skills change, or agencies merge in local environmental governance. Using organizational paradox theory, the study models how groups act together in public air‑quality management. It looks at how different organizational goals, limited resources, and regulatory rules create cycles that freeze emission‑reduction efforts. By applying both qualitative and quantitative models of stakeholder interactions, the project tests how well various conflict‑resolution and

management practices work. The framework provides practical guidance for: – spotting systemic bottlenecks in public environmental action, – shaping collaborative decision‑making processes, and – building adaptive governance models. Mapping these inter‑organizational dynamics helps create stronger public policies and coordinated strategies to lower the health impacts of urban air pollution.

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