“Breaking up is hard to do”: Some observations on persistence in public-nonprofit partnerships

Research output: Contribution to conferencePaper, not in proceeding

Abstract

For many years a good deal of scholarly interest was directed towards the third sector and the supposedly improbable existence of cooperation between this sector and the public sector. As Salamon and Toepler (2015) state, the long reign of the neoclassical market failure and government failure theory had obscured the understanding of public-third sector relations. However, as research on the third/voluntary sector has evolved, the perspectives have widened resulting in other theoretical approaches, such as voluntary failure theory and new governance theory (ibid.), that seek to explain partnerships and other forms of cooperative relationships between government and the third sector.
The studies on public-third sector partnerships are predominantly made from a third sector perspective. To paint a broader picture an empirical survey was made among Swedish municipalities with the aim to grasp the public partners’ motives for seeking or accepting cooperation with nonprofit organisations and other voluntary entities. The result was surprising; the public servants involved in cooperative arrangements were almost more of volunteers than the volunteers themselves.

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  • Business Administration
Translated title of the contribution“Breaking up is hard to do”: Some observations on persistence in public-nonprofit partnerships
Original languageEnglish
Number of pages20
Publication statusPublished - 2019 Jun 12
Publication categoryResearch
Peer-reviewedNo
Event12th EIASM workshop on the challenges of managing the third sector - NTNU Business School, Trondheim, Norway
Duration: 2019 Jun 122019 Jun 13

Workshop

Workshop12th EIASM workshop on the challenges of managing the third sector
CountryNorway
CityTrondheim
Period2019/06/122019/06/13

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