Project Management as a Lever for Convergence of Public Policies in Public Administrations

Abstract

Institutional fragmentation remains a major challenge of contemporary governance. The francophone literature has addressed neo-institutional theory, network governance, and Project Management in the public sector separately; however, no integrative model simultaneously articulates these three bodies of work to analyse public policy convergence, particularly in the MENA region. This article examines the effectiveness of Project Management as an instrument of public policy convergence in public administrations. It addresses the following question: how effective can Project Management be as an instrument of public policy convergence? The approach adopted is a conceptual synthesis based on an integrative literature review. Drawing on neo-institutional theory (DiMaggio & Powell, 1983; March & Olsen, 1989), network governance (Kickert, Klijn & Koppenjan, 1997), and sectoral literature (Ika, 2009; Crawford & Helm, 2009), it proposes an integrated three-level model (macro, meso, micro) and a typological matrix crossing organisational maturity with political leadership. The 2026 Normative Framework for Public Policy Convergence (CNCPP 2026) serves as empirical anchor. The analysis shows that the effectiveness of project-based convergence depends on organisational maturity, administrative culture, and the quality of steering mechanisms.

JEL Classification: H83, O21, M10

Paper type: Theoretical Research