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The Business Model of a Public Social Partnership: Contextual Determinants
Abstract
The authors discussed the dynamic evolution of the public management manifesting innovative and collaborative methods of social service delivery transcending the public authorities' individual boundaries. The chapter purposely presented the inter-organizational cooperation and public social partnership as an effective business model for public/social value creation unleashing the potential of public organizations and empowering social actors in democratic and collaborative policy/decision making. The chapter identified two public social partnerships in Poland and Spain. The research was conducted in the regime of constructivism. As suggested by R. Rorty (1982), the researchers posed a question as to why the research was being conducted and then adapted the research strategy to it (a case study). In order to analyse obtained data, the so-called thick description was used revealing the contextual determinants that influence the architecture of the researched models.
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