A more entrepreneurial mindset? Engaging third sector suppliers to the NHS
A more entrepreneurial mindset? Engaging third sector suppliers to the NHS
复制标题
更具创业精神？
DOI：
10.1108/17508611011043057
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发表时间：
2010
影响因子：
2.1
通讯作者：
Baines S
中科院分区：
文献类型：
--
作者：
Baines S
目的-本文的目的是提供一个关键的概述索赔和反索赔周围增加的期望，第三部门组织（TSO）将竞争合同提供公共服务。它是通过公共部门和第三部门之间有争议的“务实”和“创业”概念的透镜来做到这一点的。然后，它评估了一些这些紧张局势是如何发挥出目前之间的公共部门专员和第三部门的服务providers.Design/方法/approach-本文是基于一个为期一年的项目下资助的ESRC商业参与机会计划（2009 - 2010），作者与NHS曼彻斯特（负责委托和指导NHS资金为全市社区提供广泛的服务）和当地第三部门交付和基础设施组织。该项目包括一系列知识交流活动（范围界定、研讨会、实习和在线工具），旨在帮助NHS Manchester通过做市和委托TSO（特别是社会企业）签订新的服务合同，重塑其本地供应商形象。初步调查结果报告的学术和政策文献的审查，形成了这个项目的范围阶段。调查结果-公共部门专员和TSO往往努力使对方的世界观和工作假设的意义。这不能轻易克服，但改善对话的方式提出了通过探索第三部门的成果和创业的语言，做法和mindsets. Origality/值-本文提供了一个新的，接地的公共部门的合同，企业家精神和第三部门的价值观的关系的反思。
Purpose–The purpose of this paper is to offer a critical overview of claims and counter claims around increased expectations that the third sector organisations (TSOs) will compete for contracts to deliver public services. It does this through the lens of contested notions of being “businesslike” and “entrepreneurial” across the public and third sectors. Then it assesses how some of these tensions are currently played out between public sector commissioners and third sector service providers.Design/methodology/approach–This paper is based on a one‐year project funded under the ESRC Business Engagement Opportunities scheme (2009‐2010) in which the authors are working with NHS Manchester (responsible for commissioning and directing NHS funds into a wide range of services for communities across the city) and local third sector delivery and infrastructure organisations. The project consists of a set of knowledge exchange activities (scoping, workshops, placements and an on‐line tool) intended to help NHS Manchester reshape its local provider profile through market making and commissioning new service contracts from TSOs, especially social enterprises. Preliminary findings are reported from the review of academic and policy literature that formed the scoping stage of this project.Findings–Public sector commissioners and TSOs often struggle to make sense of each others' world views and working assumptions. This cannot be easily overcome but ways of improving dialogue are proposed through exploration of third sector outcomes and entrepreneurial language, practices and mindsets.Originality/value–This paper offers a new, grounded reflection on the nexus of public sector contracts, entrepreneurship and third sector values.