What makes hybrid insourcing successful: A new public–private partnership model for social welfare services

Outsourcing has been a key policy tool for delivering a range of social services, and regarded as more effective than insourcing or direct government provision. At the same time, it has also caused many delivery issues such as principal‐agent problems, a lack of policy coordination, and poor‐quality welfare services. While the pendulum continues to swing between insourcing and outsourcing, we aim to propose a new public–private partnership model called the “hybrid insourcing model” and examine which factors influence the performance of the model. In South Korea, around 2010, the local government in Namyangju City was the first to implement the “Hope Care Center model,” a kind of hybrid insourcing model, which has been praised for its innovation and widely emulated by central and local governments. Our analysis utilizes data collected between December 2017 and January 2018 from public sector employees and civilian staff in Namyangju and a comparable city, A. From this, we draw a number of implications, both for theory and for policy. We argue that, for public–private partnerships, active cooperation and equality are the biggest factors in contributing to positive performance. These work alongside leaders with a clear vision and with employees' positive attitude.     

Community Development, Partnership Governance and Dilemmas of Professionalization: Profiling and Assessing the Case of Ireland

Over the last two decades, Ireland has emerged as a paradigmaticcase of partnership governance. Underpinned by state-facilitatednational agreements that sought to maximize economic and socialdevelopment, ‘partnership’ was also held to includethe development of progressive social policies. The ‘communityand voluntary sector’ has been both the site and purportedvehicle for these progressive policies. In this context, communitydevelopment emerged as a discourse of social action that wasboth popular with what Donnelly-Cox and Jaffro (1999) have inthe Irish context called ‘second generation communitydevelopment’, i.e. the emergence of self-activated localcommunity groups informed by a social justice ethos, and tothe Irish state as a route to social inclusion for an arrayof marginalized social groups. Since the early 1990s, thesegroups have been the recipients of significantly increased statefunding. This resource has had a dramatic effect on the structureand nature of community development. In this paper, we outlineand assess the model of community development that has emergedin Ireland during this period. Based on empirical data arisingfrom a nationwide survey of community workers, we profile theextent of state funding; the consequent employment profile ofcommunity development workers and the impact on volunteerism;and the nature and consequence of community development’semerging relationship with the Irish state.     

People as partners: Facilitating people's participation in public–private partnerships for solid waste management

Cities in developing countries are facing a double dilemma. On one hand, the urban population is growing rapidly, causing a huge increase in demand for waste management services. On the other hand, the traditional public sector is failing to respond to the increased demand for service. The public sector is constrained by resource and institutional limitations. It is often proposed that the solution lies in private sector participation. It is expected that the private sector, with its dynamism and flexibility, may fill in the service delivery gaps by forming partnership with the public sector. However, a third tier—the people—is often overlooked in the service delivery framework. Citizens can contribute significantly to service delivery. They can support the private sector with payment of service charges. But more importantly, they can play an active role in improving accountability and service quality of both public and private sector. This radical shift in people's role, from passive service receivers to active service partners, however, may not occur endogenously. External help from facilitating agencies may enable the public and private sector to form partnership with people for better service delivery. This article examines the role of facilitating agencies in developing tripartite partnership for solid waste management service in Bangladesh. The key lessons learned are: a number of obstacles prevented spontaneous partnership among the public sector, private sector and people; facilitating agencies were able to overcome the obstacles to form partnership of the three; and, the tripartite arrangement resulted in higher accountability and better service delivery.     

私人关系对业务关系质量的影响——以上海、苏州银行业为例

本文以上海、苏州银行业为例,实证性地探讨中国企业营销活动中私人关系对业务关系质量的影响,研究结果发现:第一,营销人员与客户有关人员私人关系状态与客户满意度并不存在显著的相关关系,而关系意愿对客户满意度有显著的正向影响;第二,营销人员与客户有关人员私人关系越好,企业与客户间的信任度越高;第三,营销人员与客户有关人员私人关系越好,组织间的承诺度越高。最后探讨了结果的应用。     

有限合伙--风险投资企业的最佳选择

由于有限合伙制度对普通合伙人和有限合伙人在权责利益上各有特殊的规定,因而它作为一种制度安排,非常适合以风险投资为投资和管理模式的高科技产业的发展.     

建构我国私营企业劳资战略伙伴关系——“三个代表”重要思想指导下的劳资关系发展方向述论

"三个代表"重要思想的提出及贯彻实施,为建构私营企业劳资战略伙伴关系提供了科学的理论基础和良好的外部环境,扫除了人们思想认识上的种种障碍,由此也对党和政府相关组织制度与工作思路的改进与创新提出了更高的要求.我国私营经济将迎来更加光明的发展前途.     

中国古代合伙制的起源及初步发展——由战国至隋唐五代

随着商品货币经济的发展,在社会经济组织盈利性的获得,合伙制便有可能在原来带有合作性质的共同体关系内部产生.正式的合伙最早在春秋时代的文献中见诸记载,到战国秦汉时中国古代合伙制大体上形成资本与资本、资本与劳动两种类型.历魏晋隋唐初步性发展,为宋代以后合伙制的较大发展创造了条件.     

基于供应链集成的国家电网公司VMI应用研究

随着供应链集成理论的发展,供应商管理库存(VMI)模式作为一种先进库存管理手段逐渐为业界所认可并采用。本文以国家电网公司为研究对象,分析了其传统库存模式的特点及其存在的问题,指出国家电网公司系统实施供应商管理库存模式具有重要的战略意义,并提出了国家电网公司制定VMI战略的具体措施,最后作者提到了在国家电网公司实施VMI模式时需要注意的几个问题。     

浅议合伙企业跨国所得之课税

对合伙企业的跨国所得进行课税时常常要适用双边税收协定,而协定的适用又离不开国内税法,由于各国国内所得税法对合伙企业的规定不同,当缔约国给予合伙企业不同税收待遇时,其对合伙企业所得的性质会产生识别冲突,从而导致双重征税和不征税。因此,课税时应结合税收协定与缔约国有关规定对合伙企业的居民资格、企业利润、特别报酬予以分析,以便进行正确的定性,正确适用双边税收协定,避免双重征税。