Study of institutional Collaboration in the management Structure of the City Regions Case Study: Process of determining the city of Qazvin Growth boundaries.

This article is about the institutional collaboration in the management structure of a city-region. To achieve this purpose, corporate limits of Qazvin are studied as the city is becoming a region.  The possible institutional cooperative in the centralist governmental structure is planned based on the new regionalism theory and its governance pattern, new institutionalism theory and its emphasis on informal rules in institutions and rational dialogue as an indicator of institutional cooperative, in order to become closer to the governance structure. The methodology of this article is the instrumental case study. Also interviews, questionnaires and archival reports were used as applications of the data collection. An explanation building is the analysis method with the subsystem analysis such as survey and correlation test.There are three level of analysis in these studies, structural, organizational and individual level. The results show that the rational dialogue between urban institutional in both levels of analysis including organizational (formal rules) and individual (informal rules) analysis is not possible in the current situation and Because the governmental structure as a third level of analysis is not changeable, Therefore, the possible pattern of institutional cooperative in this city-region is about the organizational and individual level of analysis. The derived pattern to achieve the institutional cooperative is establishing the sphere for voluntary dialogue between city institutions in order to achieve agreement. Additionally, in the individual level, the experts and managers who are the main attendances in this sphere, have their own values and norms. Studies about the current values and norms show that values are appropriate to establish a rational dialogue but the norms are in the opposite direction. The value for these people should be internalized to achieve the rational dialogue in the organizational level.