No / The management of cross-sector social partnerships (CSSPs) among government, business, and not-for-profit entities can be complex and difficult. This article considers the importance of organizational experience and learning for the successful development of CSSPs. By analyzing the Manchester Super Casino, this research emphasizes the significant benefits of prior experience with CSSPs that enable partners to learn and develop relationships, skills, and capabilities over time, which then have positive influences on future performance. The result is a refined learning model of the CSSP process that includes key variables for CSSP success. As such, these findings provide a template for managing complex CSSPs from the perspective of the different partner organizations.

This study explores the barriers to cross-sector collaboration among NGOs, for-profit organizations, PBCs, social enterprise and public entities within the plastic industry, aiming to identify the challenges hindering the transition towards a holistic circular economy. The research investigates the complex dynamics and interconnected factors that impede collaborative efforts in addressing the global plastic pollution crisis. Employing a qualitative approach, the study conducted semi-structured interviews with actors representing various sectors and roles within the plastic value chain. The research design involved a thematic analysis of the interview data, guided by the theoretical frameworks of Social Network Theory, Systems Thinking, and Innovation. This approach allowed for a comprehensive examination of the barriers to cross-sector collaboration, considering the interplay of power dynamics, economic priorities, and the lack of feasible, scalable solutions. The findings reveal three major barriers: power imbalances and disconnect among actors within the plastic industry network, the prioritization of profit over sustainability in the current economic system, and the absence of realistic, feasible solutions that can be implemented on a large scale across the entire value chain. The study highlights the necessity of fostering an inclusive environment, shifting mindsets, and developing innovative, scalable solutions to overcome these barriers. The findings contribute to a deeper understanding of the complex challenges in achieving cross-sector collaboration and provide valuable insights for practitioners and policymakers working towards a sustainable future in the plastic industry.

Aim: The aim of this study was to investigate the structure of social marketing within a collaboration between non-profit organisations (NPOs) and business organisations as well as whether this collaboration facilitates the process of social marketing for the NPOs. For this purpose, Austin and Seitanidi´s (2012a, 2012b, 2014) Collaborative Value Creation (CVC) framework was applied to social marketing as value outcome by combining it with Andreasen and Kotler´s (2003) model of the social marketing process in NPOs. Method: A qualitative study was conducted based on secondary and primary data. Hereby, primary data was gathered from a total of seven NPOs and twelve respondents across Sweden by the use of face-to-face and phone interviews. Result & Conclusions: Two main findings were identified in this study. Firstly, within the process of social marketing in a corporate-NPO collaboration the NPOs predominantly plan and design the campaigns independently. Hereby, it is shown that the NPO´s organisational model of operation influences the collaboration structure. Secondly, it is demonstrated that the corporate-NPO collaboration facilitates the NPOs social marketing process. Suggestions for future research: Further investigations of NPOs could be undertaken by distinguishing between their organisational model and area of operation in order to complement the presented theoretical model of the social marketing process in the corporate-NPO collaboration. Additionally, the perspective of business organisations could be considered. Contribution of the thesis: The present study contributes to literature by providing a theoretical model based of the social marketing process in the corporate-NPO collaboration. It demonstrates that this collaboration facilitates the social marketing process of the NPOs.

Introdução: Em maio de 2016, o CAPS Infantojuvenil II Campo Limpo deu início a um espaço de Matriciamento especifico para escolas. A meta fora a de favorecer a aproximação dos núcleos de saúde mental e de educação. Nesse âmbito promoveramse reuniões mensais para conversar sobre os casos, matriculados nas escolas da região, que eram atendidos no serviço, dando origem ao que se constituiu como o Programa EduAção. Ao longo desse processo, surgiu então a necessidade de avaliar se esse espaço havia se tornado um lugar de formação permanente para os educadores, o que veio então a se constituir como objeto de interesse da presente investigação. Objetivo: analisar a formação permanente de professores no âmbito de um programa desenvolvido em um equipamento de saúde mental infantojuvenil, visando a integração saúde mental e educação: o Programa EducAção. Métodos: Por meio de grupos focais, convidamos os professores que frequentaram as reuniões do referido programa a participar da avaliação. Para o tratamento analítico dos dados foi utilizado o método de análise de conteúdo temática. Resultados: foi possível constatar que o espaço foi considerado como um lugar de formação permanente. Entretanto, a análise propiciou o entendimento além daquele pretendido no escopo do trabalho, posto que se percebeu que o espaço estudado transcendeu seu objetivo inicial assumindo também a função de um lugar de cuidado, escuta e acolhimento para os professores. Por se sentirem cuidados pela equipe do CAPSij, os professores foram capazes de cuidar, ouvir e significar o sofrimento de crianças e jovens que tinham em seu percurso escolar, repetidas experiências ligadas às dificuldades de aprendizagem, socialização ou interação, apresentando sofrimento psíquico grave, e por isso, serem acompanhadas no CAPSij. Conclusão: com esse estudo pudemos concluir que os educadores que se vêem frente a situações desafiadoras em seu cotidiano demandam troca de informação com os alunos que são atendidos no CAPSij, e também de referências a respeito dos transtornos mentais, autismo, déficit de atenção, etc. Contudo, notamos que para além dos dados, os professores precisam de um lugar que acolha o seu sofrimento. Sofrimento esse relacionado a ter em suas mãos uma sala com muitos estudantes que, em decorrência de suas dificuldades específicas, não prestam atenção; violam as regras; não obedecem, não aprendem. Em face disso, eles demandam cuidado para conseguirem cuidar. Precisam ser incluídos para favorecer espaços inclusivos. Podemos assim dizer que o espaço se revelou como um lugar que, além de estimular o encontro entre as equipes de saúde mental e educação, constituiu em si um trabalho intersetorial em prol da saúde mental infantojuvenil, ações compartilhadas que consideram os dois lados, o do aluno e o do professor. Faz-se necessário escutar os professores para que eles possam escutar seus alunos. / Introduction: In May 2016, the Psychosocial Care Center (CAPS) for Children and Adolescents II opened an area of specified matrix support for public schools located in the district of Campo Limpo, in the city of São Paulo. The aim was to bring the health units close to educational programs. Frequent monthly meetings were held to discuss cases related to individuals enrolled in the schools and who used the service. The discussion of the cases gave rise to the EducAction Program. During this process, there was a need to assess if this space became a place of permanent education for educators, which became the object of interest of the present study. Objective: To analyze the permanent education of teachers in a program developed in children\'s mental health and education: the EducAction Program. Methods: Through focal groups, we invited the teachers who attended the program\'s monthly meetings to join the assessment. The thematic content analysis method was used for the analytical treatment of the data. Results: According to the results, it was concluded the space is a place for permanent teacher education. In contrast, the analysis of the study provided the knowledge beyond the one intended in its scope, because the study honed the initial aim of providing care, attention, and hospitality extended to teachers. As teachers felt they were cared by the CAPS team, they were able to care, listen and understand the children and youngster\'s suffering. During their school life, these children had repeated experiences related to the difficulties of learning, socialization or interaction, consequently developing severe mental stress. For this reason, the CAPS team monitored them. Conclusion: According to the results, we conclude the teachers face up different challenging situations that require constant information sharing between the students attended at CAPS. The teachers also need appropriate knowledge of mental disorders (attention deficit, autism, etc.). Yet, we have noticed teachers need a place that accommodates their suffering. The teacher\'s suffering is connected to the huge responsibility of taking caring of children who very often do not pay attention, do not learn and break the rules. As a result, teachers need to be cared for caring for others. They have to be included to improve inclusive spaces. We can say that this space stimulates the meeting between mental health and education teams, and has been an intersectoral work in favor of children\'s mental health and shared actions that consider the student and the teacher. Consequently, it is important to listen to the teachers so that they can take care of their students.

Despite the growing consensus on the importance of an extended responsibility for business, both the conceptual and practical understanding of “corporate responsibility” has remained limited. Corporate responsibility is still often understood as an add-on to business-as-usual or as a strategy to enhance business performance. In fact, in recent years, the concept of corporate responsibility has become associated with corporate deceit instead of corporate contributions to society, and tends to engender cynicism rather than a sense of hope. In this study I sought to explore a more hopeful and more “radical” conceptualisation of corporate responsibility. By looking at an international sample of “exemplary” values-driven businesses, this study provides insight into corporate responsibility not primarily as a means towards commercial ends but as an expression of a desire to “do good” and create social and/or environmental value. This study paints a picture of the rich, responsible reality of values-driven businesses. It describes their generous, human-centred approach to employees and the internal environment. It explores their deep sense of interdependence with the wider community in which they find themselves, and their extensive engagement with a wide variety of external parties, many of which are not “naturally” connected to business. It creates an understanding of the iterative, emerging and evolutionary nature of the CSR implementation process and the inherent impermanence of CSR “solutions”. While this study gives a comprehensive insight into various, generous and progressive practices, it shows that the essence of a “responsible existence” is not the implementation of certain practices alone, but relates to the willingness and ability to continuously question the established ways and practices of business in light of the higher business aspirations, which, for many, leads to a fundamentally different way of organising, managing and governing the business. At the same time, this study does not provide a glorified account of some kind of “utopian” responsible existence. Instead, it shows the “messy” reality of trying to implement social and environmental values, while faced with multiple demands and when embedded within a social and business context that does not necessarily hold the same values. The thesis describes the various conflicts and compromises related to the implementation of multiple, conflicting commitments and demands, and the different ways in which the sample businesses approach such situations. While the sample businesses are quite capable of gracefully navigating these conflicts in creative and pragmatic ways, the research also indicates that significant compromises are seemingly inevitable, and can, almost imperceptibly, move a company away from its envisaged values and commitments. Finally, this study argues that the currently dominant approach to corporate responsibility in organisational studies, which reflects a rationalised and economic perspective on CSR and business, will be insufficient to describe the rich reality found within these businesses, as it will edit out some of its most essential elements. I conclude this dissertation by proposing an alternative, human existential lens through which corporate responsibility in values-driven businesses can be understood. Through a review of the research findings in relation to three existential themes, I show that a human existential perspective is better suited to explore both the beauty and the struggle of values-driven businesses.

The challenges we face as a nation are complex and recalcitrant; to address them, we need to be equipped with multifaceted and resilient solutions. Yet, substantial pressures – such as significant fiscal constraints, growing citizen expectations, and the rapid pace of technology – prevent the U.S. Government from efficiently and effectively solving the nation’s ills alone. The public, private, and nonprofit sectors must partner and collaborate to create lasting social change and the best solutions to address our nation’s most pressing social issues lie in the power of social innovation. Drawing from nearly thirty years of scholarship, the views of leading experts in the field of social innovation, and three case studies of social innovation offices in the United States, this paper addresses the case for social innovation in the United States by answering four key questions: what is social innovation; why does the U.S. need it; what has the U.S. government done to support social innovation; and what is the future of social innovation in this United States.

Ce travail de thèse de doctorat répond à la problématique : le partenariat sociétal peut-il être un levier d'action stratégique pour la mise en pratique de la Responsabilité Sociétale d'Entreprise ? En approfondissant le phénomène de collaboration entre l'entreprise et l'association, cette recherche permet de légitimer le rôle d'une partie prenante peu connue, la société civile. La recherche action, mobilisée dans ce travail, vise la coopération entre chercheurs et praticiens. Deux études de cas ont été menées, l'une en France, à Grenoble et l'autre aux Etats-Unis, à New York, pour éclairer de façon transversale le partenariat sociétal. La première perspective illustre le processus de partenariat sociétal du point de vue de l'entreprise française et la seconde perspective explique ce processus du point de vue de l'organisation à but non lucratif américaine. Les onze partenariats sociétaux étudiés sont décomposés en quatre phases : 1°) l'initialisation et la définition de la stratégie ; 2°) la sélection du partenaire approprié ; 3°) les dynamiques récurrentes ; 4°) l'interdépendance relationnelle. Nous avons observé les phénomènes suivants. La société civile joue un rôle d'interface entre les citoyens et l'entreprise. L'entreprise convoite chez l'association des expertises sociales et écologiques tandis que l'association espère de l'entreprise des ressources financières. En dépassant leurs objectifs organisationnels respectifs, les parties prenantes de l'alliance s'engagent pour trouver une solution à un problème commun. Toutefois, lors de la réalisation du projet collaboratif, l'entreprise tend à imposer ses volontés à l'association. Les salariés sont souvent les catalyseurs des projets collaboratifs. Cette tendance ascendante de type bottom-up souligne le caractère émergent de la stratégie mise en pratique par les salariés. Ce processus de partenariat sociétal concrétise la responsabilité sociétale de l'entreprise. Pour finir, la maturité du projet s'illustre par l'expression du sentiment collectif des partenaires d'appartenance à une même équipe. La finalité du processus offre des créations de valeurs sociale et/ou environnementale pour les parties prenantes et pour la Société. L'intérêt économique est complémentaire et non prioritaire. La thèse défendue est la suivante : Le partenariat sociétal peut créer des valeurs sociale(s) et/ou environnementale(s) et économique(s) pour les acteurs impliqués. Les parties prenantes locales et associatives peuvent ainsi participer à la co-construction des stratégies de Responsabilité Sociétale de l'Entreprise. En termes de contribution managériale nous considérons que le partenariat sociétal est un levier d'action stratégique et innovant pour la mise en œuvre d'une stratégie de RSE. / This PhD thesis work addresses the following problem: can Cross-Sector Social Partnerships (CSSP) be a strategic lever for the implementation of Corporate Social Responsibility? Going beyond the phenomenon of collaboration between the company and the nonprofit organization, this research helps legitimize the role of a little known stakeholder, civil society. This work relied upon action research methodology. In cooperation with researchers, action research aims to create knowledge for and with practitioners. The CCSPs are presented from two different perspectives as one action research was developed in Grenoble, France, and the other was made in New York City, United States. The first analysis explains the phenomenon from the perspective of the company and the second shows the view of the non-profit organization. To understand the CSSP process, the eleven societal partnerships studied are broken down into four phases: 1) initialization and definition of strategy; 2) selecting the right partner; 3) recurrent dynamics; and 4) relational interdependence. The purpose of this phenomenon is the social and/or environmental value creation; economic interest is complementary and not a priority. Exceeding their respective organizational goals, the collaborative project's stakeholders work together to find a solution to a common problem. This process of CSSP embodies corporate social responsibility. The phase of trial and error between deliberate strategy and emergent strategy tends to increase as part of a CSR strategy. Civil society acts as an interface between citizens and the business. As a member of a local area network, civil society provides access to new resources and skills. The company benefits from its association with social and environmental nonprofits organizations, while the nonprofit organization hope the company provides financial resources. However, the organizational culture of a company and an association differ. To work together, stakeholders of the project have to go beyond their own interests to exceed their respective organizational goals. However, during the collaborative process, the company tends to impose its will on the partnership. Finally, the maturity of the project is perceived by a collective sense of belonging to the same team. The purpose of the process is to provide value creation for stakeholders, but for society as a whole it may be varied.

There is an increasing acknowledgement in Eco-municipalities – cities using the Framework for Strategic Sustainable Development (FSSD) as a tool for their planning process – of the need for Cross-Sector Collaboration, but the necessary expertise is often lacking. The purpose of this study is to better understand effective CSC in Eco-municipalities through indicating potential leverage points and inform the use of the FSSD in this specific context. An 'effective CSC' lens is constructed from general CSC literature and documents from Eco-municipalities. 187 barriers and enablers to effective cross-sector collaboration are identified from interviews with experts and interviews from the In-depth Case Study in the city of Eindhoven. An 'Importance Index' defined by alignment with Lens Factors is developed to select key indicators. These key indicators are clustered into 45 potential leverage points for effective CSC in Eco-municipalities. The use of these potential leverage points is checked in an In-depth Case Study through a Causal Loop Diagram in which nine leverage points were identified. Interrelations between these leverage points, unexpected results and methodology are discussed, conclusions are drawn, and further research is suggested.

Today, global socio-ecological problems are too complex and urgent for isolated actions, and cross-sector collaboration is increasingly required to generate transformational change towards a sustainable future. Partnerships between businesses and civil society organisations (CSOs) in particular have the potential to achieve the required change for sustainability. However, the ‘backcasting’ approach used in this study highlights a gap between current approaches and what partnerships might look like in a sustainable future. Research draws on literature, eighteen interviews and an action research project with Interface Europe. Results indicate that: 1) in the current paradigm shift, collaboration provides a competitive advantage; 2) individual, organisational and societal benefits of partnering are significant; 3) understanding the art and science of partnering is needed to make them work 4) organisational development and strategy affect partnership type and outcomes; 5) Corporate Social Responsibility efforts initiate cross-sector partnerships, but are responsive and fall short of being strategic; 6) articulation of visions for a sustainable future is rare and; 7) most partnerships are not aligned with core business strategies. In conclusion, dialogue across all sectors is advocated to co-create a sustainable future and The Natural Step Framework is recommended to align business planning and partnership strategies with sustainability. / <p>Andrew Outhwaite (arouthwaite@gmail.com) Miriam Karell (jazzminq@gmail.com) Richard Blume (rblume@gmail.com) Website http://partnerships4SSD.blogspot.com</p>

Background: Cross-sector social partnership (CSSP) is a joint effort that utilizes resources from different sectors to solve social issues, such as poverty, pandemics and environmental degradation. According to the United Nations, the environmental tipping point of global warming is soon reached, and to avoid this irreversible situation, the collaboration between state and non-state actors is a requirement. With extended resources gained from different sectors, the outcome of the CSSP is greater than if the actors were handling issues by themselves. Problem: There is a growing trend of CSSPs that strive to mitigate climate change, and the Climate Council of Jönköping is a practical example of this phenomenon. Multinational corporations (MNCs) have a large environmental impact and therefore they have a special responsibility to contribute to communities’ efforts to tackle climate change. Furthermore, within CSSP literature, additional research of corporations’ roles in CSSPs has been suggested. Purpose: Considering the increased focus on partnership practices, along with research gaps and complex CSSP elements, the purpose of this thesis is to investigate how MNCs contribute to the CSSP, the Climate Council of Jönköping. Method: Descriptive research was used to describe how MNCs contribute to a CSSP. With an abductive approach, deeper knowledge about the Climate Council of Jönköping as a phenomenon was gained. Empirical data was collected through a qualitative study, consisting of observational research and in-depth interviews, which was analyzed by making use of template analysis. The MNCs of the Climate Council of Jönköping are Castellum, GARO, Husqvarna Group, IKEA, and Skanska. Conclusion: The major conclusion of this study is that the MNCs perceive that their task within the Climate Council of Jönköping is to be a role model and to exchange ideas and knowledge regarding sustainability with other actors. Within CSSP literature, trust among actors, clearly-defined roles, and bridging each other’s weaknesses, are central concepts. The findings about the MNCs deviate from this, as all these factors are not identified. This suggests that the Climate Council of Jönköping and the MNCs do not contribute to public value and mitigating climate change as much as they possibly could.