Public service mutuals

Towards a Theoretical Understanding of the Spin-Out Process

Dados Bibliográficos

ID6326233
AutoresRichard Hazenberg (0000-0002-2178-9157, University of Northampton), Kelly Hall (0000-0003-3642-422X, University of Northampton)
Ano2016
Volume44
Fascículo3
Páginas441-463
Data de publicação2016-07-01
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoPolicy & Politics (JOURNAL)
Identificadores do periódicoISSN: 0305-5736 • E-ISSN: 1470-8442
EditoraBristol University Press (PUBLISHER • GB)
DOI10.1332/147084414x13988685244243
OpenAlexW161693653
IdiomaEN
Citações recebidas15
Referências citadas24

Over the past few decades the policy environment in the UK has gradually sought to encourage public sector workers to ‘spin-out’ their services into social enterprises. This paper reports the common experiences and barriers experienced by four local authorities in the UK that ‘spun-out’ a public service into a social enterprise. The analysis is underpinned by Takahashi and Smutny’s (2002) theoretical model of partnerships and uses this to present a new model of the spin-out process. In doing so, the research identifies the complex partnership arrangements used in a spinout involving collaborations with staff, services users and public/private/third sector organisations

Business · Economic growth · Economics · Economy · General partnership · Political science · Private sector · Process (computing · Public relations · Public sector · Service (business · Social enterprise · Community Development and Social Impact · Computer Science · Labor Movements and Unions · Nonprofit Sector and Volunteering · Public Administration · Finance · Marketing