Cooperation strategies between public and social economy organisations: how to cooperate without losing your "soul"

Monique Combes-Joret (), Laëtitia Lethielleux () and Anne Reimat ()
Additional contact information
Monique Combes-Joret: REGARDS - Recherches en Économie Gestion AgroRessources Durabilité Santé- EA 6292 - URCA - Université de Reims Champagne-Ardenne - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne
Laëtitia Lethielleux: REGARDS - Recherches en Économie Gestion AgroRessources Durabilité Santé- EA 6292 - URCA - Université de Reims Champagne-Ardenne - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne
Anne Reimat: REGARDS - Recherches en Économie Gestion AgroRessources Durabilité Santé- EA 6292 - URCA - Université de Reims Champagne-Ardenne - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne

Post-Print from HAL

Abstract: This chapter questions the conditions required for sustainable cooperation between public and social economy organisations. First, it reviews the literature to identify the ideal type of sustainable cooperation, i.e. preserving the identity of social economy organisations and allowing a consensus regarding objectives, decisions, and the implementation of public policies. Secondly, we apply this framework to three case studies, the relationships between the French Red Cross and the State; between a social employers' organisation and the local authorities; and finally, between the local authorities and non-profit organisations to which they addressed a call for expression of interest. In the first case, the cooperation, based on a partnership, enables the co-construction of public policy. In the second case, the cooperation also appears founded on a partnership, but is oriented toward complementarity rather than co-construction. In the third case, the cooperation based on contracting, leaves less room for the preservation of the non-profit organisations' identity. The case studies reveal both the difficulties of cooperation, and some conditions for sustainable cooperation. These conditions include the strength of the social economy organisations' identity, and its ability to influence the relationship towards exchange and co-construction.

Keywords: nonprofit organisations; sustainable cooperation; strategies; public organisations (search for similar items in EconPapers)
Date: 2018
References: Add references at CitEc
Citations:

Published in Philippe Bance. Providing public goods and commons. Towards coproduction and new forms of governance for a revival of public action, 1 (1), CIRIEC, pp.185-205, 2018, CIRIEC Studies Series, 978-2-9600129-5-8

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-01740594

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().