The purpose of this chapter is to critically examine the leaders of public–private partnerships (PPPs) in Pakistan through a social entrepreneurship lens. The literature on social entrepreneurship was analysed to identify traits academics say social entrepreneurs have. Data were collected from primary and secondary sources. Primary sources of information were interviews with leaders’ former colleagues. Secondary research was conducted using grey literature, independent reports, web searches and the implementation of partners’ websites. The main finding from our analysis is that social entrepreneurship is an important driver of success in PPPs. All three PPPs had a focal person who exhibited important qualities found in social entrepreneurs and in one case, the decline of a partnership was observed shortly after the resignation of the social entrepreneur. Governments seeking to enter into partnerships with private organizations should prioritize finding social entrepreneurship in the partnering organization’s culture and/or leadership. Social welfare organizations are more likely to succeed if their management includes social entrepreneurs.
Ahmad, S. and Bashir, M. (2017), "Social Entrepreneurship as a Success Factor in Public–Private Partnerships: Three Case Studies from Pakistan", Leitão, J., de Morais Sarmento, E. and Aleluia, J. (Ed.) The Emerald Handbook of Public–Private Partnerships in Developing and Emerging Economies, Emerald Publishing Limited, pp. 311-334. https://doi.org/10.1108/978-1-78714-493-420171011Download as .RIS
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