The Business Model of a Public Social Partnership: Contextual Determinants

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.

The harmonious development of a state is only possible if social needs that are satisfied with public funds are identified correctly. The institutional state ensures the fulfilment of social needs recognised by citizens as important and its obligation is to build the effective system for the provision of social services that meet these needs. It is in the process of determining social policy goals that the decisions on what services are necessary and how they should be delivered are made, while practical measures that allow for the implementation of these decisions are part of public management.

Social policy is a concept commonly used in public space to describe the socio-economic outcomes of a state’s activity as a public authority. The scope and depth of the measures adopted in social policy practice reflect the economic, political and legal doctrines pursued by a given state. Additionally, social policy practice is also the product of historical and ideological conditions. Contemporary researchers increasingly often endorse the idea that the way in which social policy goals are pursued is strongly affected by a society’s organisational culture and its manifestations in collective and individual activity.
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