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Exploring Institutional Strategies for Attaining the Objectives of the Tehran Metropolitan Plan

Document Type : Research Paper

Authors

1 Ph.D. Student in Geography and Urban Planning, Islamic Azad University, Semnan, Iran

2 Associate Prof of Geography and Urban Planning, Islamic Azad University, Semnan, Iran

3 Assistant Professor, of Geography, Islamic Azad University, Semnan Branch, Semnan, Iran

Abstract

 
The extreme spatial disparity and heterogeneity between Tehran city and other settlements in its urban area have led to a decline in spatial justice and amplified differences within the Tehran metropolitan area. This study aims to identify the key factors that influence the realization of the Tehran Metropolitan Plan objectives in the metropolitan area management system using an institutional approach and meta-synthesis method. A systematic review of scientific research articles published between 1390 to 1400 was conducted, and the meta-synthesis method was used to analyze the findings of 23 studies. The results indicate that the reformation of Tehran Metropolitan's organizational structure is the most crucial step toward institutional change, as per the proposed indicators. At the variable level, the study emphasizes the need for the adoption of a multi-centered development model that aligns with institutional change in planning systems, comprehensive and integrated management of the metropolitan area, shifting towards governance of the metropolitan area, centralization, creating a multifaceted functional network, transparency, accountability, and collaborative efforts.
Keywords: Institutional Change, Institutional Agreement, Meta- synthesis, Majmo-e-shahri Tehran, Metropolitan Area.

Introduction

The approval of the Law on Urban Complexes in Iran dates back more than two decades. It is expected that with the rapid growth of urbanization, the number of metropolitan areas and complexes will increase every year. The urban complex of Tehran and its surrounding cities face several challenges, including the lack of a metropolitan area management system, division and incoherence in the planning system, interference and concentration of the national, provincial, and local decision-making systems, and conflict in the management of urban boundaries.
To overcome these issues and problems, a plan was proposed and approved to organize activities in the general area of Tehran, ensuring the sustainable development of the complex, reducing socio-economic and environmental damage caused by dispersion, disorder, and irregularity in population settlement and activity and land use, creating a livable environment for all residents of the urban complex, and creating the necessary conditions in the general area of Tehran to achieve a worthy position and play a role at the national and international level.
Currently, the institutional structure of Tehran is far from meeting the goals of the urban complex plan. However, this does not indicate the ineffectiveness of the plan. What has complicated the growth and development of urban complexes is the unchanged management structure. Therefore, this research aims to identify the main and influential factors in the realization of the goals of the urban complex plan in the management system of the metropolitan area of Tehran using an institutional approach and finally determining the most critical factor in this field.

Literature Review

In the field of institutionalism and its investigation in metropolitan management, numerous studies have been conducted by scholars such as Farjirad and Kazemian (2013), Asadi (2015), Mokhbari (2016), Sharifzadegan and Kouni (2018), and Mahdizadeh (2017). These studies examine various dimensions of urban management problems from different perspectives. However, effective management of metropolitan areas requires inter-sectoral regional cooperation mechanisms in the form of governance. The studies highlight the significance of institutional changes that have a direct impact on the political economy and social relationships, which play a crucial role in attaining the objectives of Tehran metropolis.
Recognition of institutional theory in urban studies and political science began in the 1980s due to the involvement of multiple actors in urban politics. Several research articles, books, and publications since then have emphasized the importance and necessity of this view. For example, Allmendinger and Tewdwr-Jones (2000), Baker (1998), and Albrechts et al. (2004) discussed institutional restructuring as an organizational model for regional agendas. Furthermore, some studies have examined institutional restructuring within the principles of the new theory of planning, proposing planning principles based on communication planning theory. These include Kim (2012), Camagni and Capello (2013), Hubbard and Kitchin (2011), Tewdwr-Jones (2012), Zhao (2015), Bulkeley et al. (2019), and Newton (2021).

Methodology

The current investigation took the form of a systematic and meta-composite review. The analysis employed an oriented content analysis approach, wherein the indicators of the research model derived from institutionalism's theoretical approach were coded and categorized to extract semantic units.

Results

In the initial phase, the research problem was determined by drawing on prior studies. The researcher's concerns and research questions were established based on indicators related to the topic, target community, and the time period of study. Next, scientific-research articles published between 1390 and 1400 were systematically reviewed, resulting in the identification of 268 relevant works. In the third stage, each article was analyzed according to the degree of direct connection with the research question using a three-stage process.
Following this, all selected articles were coded into 65 semantic units in the fourth step. In the fifth stage, directed qualitative content analysis was employed, with codes organized into two overarching categories: institutional change and institutional agreement. Additionally, five subcategories/indices were identified, including organizational structure, planning systems, new concepts of planning, formal rules, and informal rules. To ensure code reliability and agreement between findings, the Kappa index was calculated in the sixth step. The result of 0.727 and significance coefficient of less than 0.05 confirmed the reliability of the findings, with the assumption of code independence being rejected.
Finally, the findings indicated that institutional change related to organizational structure (21 repetitions) was emphasized most frequently in achieving the goals of the Tehran urban complex. Institutional change in the planning system (15 repetitions) and formal rules to achieve institutional agreements (12 repetitions) followed closely after.

Conclusion

The results of this research indicate a significant emphasis on institutional changes that can have long-lasting and far-reaching effects on the infrastructure of Tehran's urban complex, ultimately advancing the goals of the urban complex plan. Specifically, the reform of the organizational structure is identified as the most critical step, highlighting the importance of the institutional change approach. At the variable level, the results emphasize the need for a multi-centered development model aligned with institutional changes in planning systems, comprehensive and integrated management of the metropolitan area, a move towards metropolitan governance, centralization, the creation of a multifaceted functional network, transparency, accountability, and collaborative efforts. To facilitate the realization of institutional changes and achievement of the goals outlined in Tehran's urban complex plan, it is recommended to form panels and committees composed of experts and experienced urban managers within the policy-making and planning structure of Tehran's urban management. This approach would allow for the development of operational solutions informed by their collective expertise and experience.
 

Keywords

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Quarterly Journals of Urban and Regional Development Planning
Volume 8, Issue 25
July 2023
Pages 119-154
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