As humanitarian needs grow, crisis become protracted and traditional donor government funds reduced, aid agencies are looking to the untapped resources of the private business sector. Both public and private actors have expressed a strong interest in joining hands in partnerships to strengthen the efficiency of hu-manitarian relief. However, such partnerships have not yet materialized to the extent that any of the partners have hoped. This research focus on explaining why? Consulting Granovetter’s social network theory, the paper explores three influential dynamic structures and subject them to empirical evidence to test their causal power. Even if limited, the empirical evidence supports the conclusion that the architectural structure and structures of trust and motivation in the inter-change between business and humanitarian organizations hold causal power to explain some non-economic partnership barriers. Having appointed important obstructive structures, the paper shortly discuss the underlying mechanisms to which the organizations must be attentive in order to break holes in these struc-tures and build bridges between business and humanitarian organizations.
|Bidragets oversatte titel||Den sociologiske dynamik af private-humanitære partnerskaber|
|Tidsskrift||Business & Society|
|Status||Ikke-udgivet - 1 mar. 2019|
- Ledelse, organisationsudvikling og innovation