There seems to be a recognition within the domains of strategic policy processes that joint-working and joined-up thinking is desirable, useful and necessary to enable successful policy implementation. Despite this it appears that there are problems and issues in the operationalisation of these intentions, or even a lack of knowledge and guidance on how to bring them about. It was the aim of this research to explore the possible structural issues that could be impacting upon this problem, and to further the understanding of policy implementation with regard to structure, fragmentation, collaboration, control and communication.To further this aim, objectives were set to develop a methodological framework, to explore the application of a Complex Systems approach to policy implementation and the complementary use of the VSM and Social Network Analysis, plus to gain further insights into the processes of cultural tourism implementation.A methodological framework was successfully developed using a Complex Systems approach and in particular the complementary use of the VSM and Social Network Analysis that did allow for a deeper understanding of policy implementation in terms of the dynamic links and power structures between the actors, system identity and communication and control mechanisms. Insights into the processes of cultural tourism implementation were also gained particularly with regard to organisational and network identity and purpose.Original contributions to the body of knowledge were also made concerning the literature on policy implementation and collaborative governance, including the application of a Complex Systems approach, the complementary use of the VSM and Social Network Analysis, plus insights into cultural tourism implementationprocesses