| Abstract: | Partnerships, collaboration, joined‐up government; these terms have become common elements of global health and social policy discourse. The terms may be pervasive but there remain significant challenges to collaborative ways of working. We argue that some of these challenges arise from a failure to account explicitly for the influence of social context. Between 1999 and 2001 we conducted a comparative case study of partnerships in Canadian health systems in which we examined specifically the roles of social context and gender. Social structures directly linked to formalized health systems are embedded in social institutions based on patriarchal and bureaucratic practices that do not traditionally support the relational practices required for the development of partnerships. While individuals within such organizations may have the knowledge, skills and commitment to collaborate, in such an environment, tremendous resource expenditures are required to achieve and maintain collaborative advantage. |
