Abstract
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 spin-out involving collaborations with staff, services users and public/private/third sector organisations.
Original language | English |
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Pages (from-to) | 441-463 |
Number of pages | 23 |
Journal | Policy and politics |
Volume | 44 |
Issue number | 3 |
Early online date | 30 Apr 2014 |
DOIs | |
Publication status | Published - Jul 2016 |
Keywords
- partnership
- policy
- public services
- spin-outs