Research on interorganizational policy implementation continues to be characterized by diverse theoretical approaches. It is perhaps surprising to observe, however, that formal and especially rational-choice approaches have been essentially neglected in the study of policy implementation processes. This article focuses on this matter and reaches mixed conclusions. An examination of how rational-choice approaches such as game theory might contribute to the enhancement of interorganizational management shows that serious limitations constrain what may be possible theoretically through the formal rational-choice representation and analysis of many interorganizational implementation settings. Nevertheless, and somewhat paradoxically, exploring these qualifications suggests a set of practical implications for the actual conduct of management in policy network settings.