Its goal: reducing the burden of communicable diseases through better access to existing vaccines and the development of newer ones.
the globe. However, our understanding of what drives success and failure in these hybrid. A Production Theory of Global Multi-Stakeholder Collaboration. Request PDF on ResearchGate | Building Successful Partnerships: A Production Theory of Global Multi-Stakeholder Collaboration | Hailed by some as.
Institutionalized cooperation between public and private actors is not a recent phenomenon in world politics. In the 16th century, the British Empire had its navy largely financed by powerful merchants and aristocratic landowners, a practice known as privateering : when the royal navy defeated the Spanish Armada during the Anglo—Spanish war in , out of vessels involved were privately owned Andrews, In the 17th century, the British set up so-called proprietary governments in North America and the Caribbean which only gradually got replaced by public officials.
During the following era of colonial expansion, trading entities such as the Dutch and English East Indies Companies operated under the permission of their home governments as near-sovereign powers, commanding large armies and navies, negotiating their own treaties, governing their own territory, and even minting their own money Keir, ; Tracy, ; Singer, The last chapter explored the numerous macro and micro developments leading to the emergence of global partnerships.
This chapter will map out the complex landscape these developments created.
It will demonstrate that partnerships today fulfil a large range of purposes, including the exchange of information, the delivery of goods and services, the enforcement of norms and standards, and even the creation of new sectors and markets. The previous chapters suggested that whilst specific partnerships emerge and disappear — be it because of failure or mission completed — the phenomenon of partnering is likely to stay.
This leads straight into the research question of this book: as partnerships across traditional borders of sectors and nation states are an integral part of an emerging global public domain, what structures and dynamics will lead to the success or failure of these institutions? This chapter introduces a theoretical framework that makes sense of behavioural dynamics in global partnerships.
By framing partnering as a joint production process it moves the relationship between inputs and outputs — formalized as collaboration functions — into focus.
The approach builds on the seminal work on social aggregation by Hirshleifer, Cornes and Sandler, as well as theories of incomplete contracting put forward by Hart and others Hart and Moore, ; Hart, b ; Hart et al. Both theories are introduced in Sections 5.
Section 5. Chapter 5 described partnering as joint production of public goods, and built a framework centred on collaboration technologies.
By proactively working together with external stakeholder partners, we are able to identify and address issues by bringing together the expertise, knowledge and passion of many organizations and individuals. This approach helps us achieve far greater positive impact on environmental, social and other issues than by working alone.
We heard that, at times, service users felt hopeless regarding the services they were receiving. When, in January , leaders from business, civil society and the public sector gathered at the Annual Meeting of the World Economic Forum, the loom and groom of the economic crisis seemed forgotten for a moment as people gathered to celebrate the birthday of an organization called the GAVI Alliance. The importance of leadership and conflict resolution aptitudes decreases as negotiations to collaborate produce agreement with conflicts exposed and dealt with. In some cases, it was more practical to pose questions to a stakeholder group for discussion and rating. For complex issues, these conditions are important for enabling individuals from different backgrounds to learn from each other; pioneer, lead, and collaborate on ideas for which they have passion; and perhaps most important, implement these innovative ideas in the field. Partnering for Impact — New Report. It has been found that unclear exit conditions can negatively influence the partnership dynamics and limit the possible build-up of co-ownership.
The variety of our stakeholders and the breadth of our reach means we engage in different ways. Below are examples of our key stakeholders and the ways in which we engage with them.
We apply a partnership approach to stakeholder engagement, spanning the public, private and civil society sectors. We embrace the idea that collaborative partnerships can achieve much greater collective impact than would be possible by any one organization or sector working in isolation. Our efforts to build shared opportunities for communities can be successful only if they involve collaboration with local stakeholders.
Learn more about our featured partnerships and stakeholder engagements around water stewardship. Dialogue with a wide range of external stakeholders is critical to respecting human rights and helping to ensure informed action on relevant issues. These engagements formed the basis of our updated human rights policy.
Read more about our stakeholder engagement work and through our first-ever Human Rights report. These stakeholders helped to shape our approach and we have continued to engage external stakeholders around implementation, and in particular on the development of our World Without Waste metrics. Given the acuteness of the plastic waste problem In the Asia Pacific region, we worked with Business for Social Responsibility BSR to host a stakeholder convening in with leading experts across the private sector, NGO and government to develop practical solutions to address the waste issue.