Stakeholder Theory, Partnerships and Alliances in the Health Care Sector of the UK and Scotland
Abstract
This article explores the potential for the application of stakeholder theory to resolve some paradoxes and dilemmas of NPM where partnership and alliances are concerned. It argues that stakeholder theory should be further developed and adapted to meet the needs of public sector managers seeking a “rosetta stone” to negotiate the increasingly complex and world which they inhabit. The article provides a practical as well as a theoretical perspective as it draws upon a recent project examining a three way partnership between a third sector organization, local government and the National Health Service in Scotland. The concept of “public sector bargains” (Hood, 2000) has relevance and application to such partnership activity.
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