Abstract
Municipalities1 face increasing demands in terms of quality and efficiency of public services, but not all are able to meet these expectations. Horizontal governance strategies such as inter-municipal cooperation (IMC) and municipal amalgamations are often cited in the literature as possible solutions to these local challenges. Is this statement also shared by local political elites (mayors) or is it only a theoretical consideration? This article aims to investigate the extent to which IMC and amalgamations are considered helpful strategies in local governance. By applying to municipal horizontal strategies (MHS) the theoretical dimensions of Europeanness of elites, empirical evidence on the assessments of mayors in three subnational units of the Alpine area (Grisons, South Tyrol and Tyrol) are provided and discussed. Findings show that the evaluation of horizontal strategies is influenced by the perceived benefits of such strategies, prior experience, and the relevant context, thus supporting the theory. Other findings, however, refute some theoretical assumptions, such as, that difficult financial conditions should enhance amalgamation. In addition, while IMC is evaluated positively, amalgamation is not seen as an effective solution to local challenges. The Alpine area provides useful insight for further investigation of local elite research in particular territorial contexts.