This chapter explores the potential for the application of stakeholder theory to resolve some paradoxes and dilemmas of NPM where partnership and alliances are concerned. It is argued that stakeholder theory should be further developed and adapted to meet the needs of public sector managers seeking for a “rosetta stone” to negotiate the increasingly complex world which they inhabit. The work will endeavor to bring 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 research project utilized both in depth interviews and focus groups with service users and staff. The concept of “public sector bargains” Hood (2000) has some relevance and application to such partnership activity.
Murdock, A. (2004), "4. STAKEHOLDER THEORY, PARTNERSHIPS AND ALLIANCES IN THE HEALTH CARE SECTOR OF THE U.K. AND SCOTLAND", Jones, L., Schedler, K. and Mussari, R. (Ed.) Strategies for Public Management Reform (Research in Public Policy Analysis and Management, Vol. 13), Emerald Group Publishing Limited, Bingley, pp. 85-104. https://doi.org/10.1016/S0723-1318(04)13004-1
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