Abstract
It is now generally acknowledged that all organizations operate in a relational context (Oliver, 1990), and the trend for more partnerships, either within or between sectors, is well established (Googins and Rochlin, 2000; Gray, 2000). The majority of social enterprises that operate in the UK are small and their capacity to generate social value is constrained by the low level of resources that they either own or control. A strategy for gaining access to more resources, and therefore enhancing their capacity to generate greater economic and social value, is through working in partnership with other organizations, either in the public, private or social sector.
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© 2010 Helen Haugh, MariaLaura Di Domenico and Paul Tracey
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Haugh, H., Di Domenico, M.L., Tracey, P. (2010). Strategic Partnerships: Results from a Survey of Development Trusts in the UK. In: Hockerts, K., Mair, J., Robinson, J. (eds) Values and Opportunities in Social Entrepreneurship. Palgrave Macmillan, London. https://doi.org/10.1057/9780230298026_11
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DOI: https://doi.org/10.1057/9780230298026_11
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