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|Appears in Collections:||Management, Work and Organisation Book Chapters and Sections|
|Title: ||Theory of Organizational Partnerships: partnership advantages, disadvantages and success factors|
|Authors: ||McQuaid, Ronald|
|Contact Email: ||firstname.lastname@example.org|
|Editors: ||Osborn, SP|
|Citation: ||McQuaid R (2010) Theory of Organizational Partnerships: partnership advantages, disadvantages and success factors. In: Osborn SP (ed.). The New Public Governance? Emerging Perspectives on the Theory and Practice of Public Governance, London: Routledge, pp. 127-148.|
|Issue Date: ||2010|
|Abstract: ||First paragraph: Promoting ‘partnership' and greater inter-agency co-operation between government departments, public agencies, private companies and the third sector has become a staple of strategies to promote social and labour market inclusion at national and supra-national levels, for instance internationally (CEC, 2003, 2001: 6; OECD, 2008) and the UK (DWP, 2006). Area-based strategies to tackle social and labour market exclusion have particularly used of partnership approaches involving different organisations and forms of relationship - for the UK government, ‘renewal relies on local communities', and non-public bodies have a leading role to play in promoting employability, regeneration and inclusion (SEU, 2001; McQuaid and Lindsay, 2005; McQuaid et al., 2007).|
|Rights: ||Published in The New Public Governance? Emerging Perspectives on the Theory and Practice of Public Governance by Taylor & Francis. This is an electronic version of a book chapter published in The New Public Governance? Emerging Perspectives on the Theory and Practice of Public Governance, pp. 127-148. The New Public Governance? Emerging Perspectives on the Theory and Practice of Public Governance can be found online at: http://www.routledge.com/books/details/9780415494632/|
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