This research aims to contribute to a better understanding of strategic collaborations between work-integration social enterprises (WISEs) and for-profit enterprises (FPEs) with the joint objective to improve labour market opportunities for vulnerable groups. We find that most collaborations strive towards integration or transformation in order to make more social impact.
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This paper is about the political imbalance in the EU when it comes to attracting European agencies. Over the years, mainly due to the Brexit negotiations and for cost-efficiency reasons, many EU agencies moved from the UK to elsewhere, finding a new sea for headquarters functions or other departments. Whenever such a move is announced, EU countries and their candidate host cities jump into the breach to make a beneficial offer. The way these processes take place is a vector of the politicization of European integration. Nevertheless, these new locations of the EU agencies have won the bidding contest, is a process that usually takes place under the radar. The decision-making of these kinds of processes rests with the member states of the agency. Instead of choosing the most strategic place and ensuring an equal distribution among EU countries, which is the deal, often the highest bidder or the state contributing the most wins the agency. Interestingly, these processes have hardly been studied in the light of the increased politicization. This paper is an attempt to fill this research gap, by focusing on three cases and the processes of decision-making. The cases are the Collège européen de police (European Police College, CEPOL) which moved from the UK to Budapest in 2014, the European Medicine Agency (EMA) moving from London to Amsterdam in 2019, and the European Centre for Medium-Range Weather Forecasts (ECMWF) which moved its EU-funded program to Bonn and Helsinki mid-2021. The research strategy is as follows: the cases and the lobbying processes are described, then the main political actors are described, and the outcomes are described. The main research question is: How do these processes of political decision-making work out in practice? By answering this question, this study contributes to the discussion on globalized decision-making across the EU and the politicized imbalance which is the result of this.
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Purpose This study aims to enhance understanding of the collaboration between chairs of nurse councils (CNCs) and members of executive hospital boards (BM) from a relational leadership perspective. Design/methodology/approach The authors used a qualitative and interpretive methodology. The authors study the daily interactions of BM and CNCs of seven Dutch hospitals through a relational leadership lens. The authors used a combination of observations, interviews and document analysis. The author’s qualitative analysis was used to grasp the process of collaborating between BM and CNCs. Findings Knowing each other, relating with and relating to are distinct but intertwined processes that influence the collaboration between BM and CNC. The absence of conflict is also regarded as a finding in this paper. Combined together, they show the importance of a relational process perspective to understand the complexity of collaboration in hospitals. Originality/value Collaboration between professional groups in hospitals is becoming more important due to increasing interdependence. This is a consequence of the complexity in organizing qualitative care. Nevertheless, research on the process of collaborating between nurse councils (NCs) and executive hospital boards is scarce. Furthermore, the understanding of the workings of boards, in general, is limited. The relational process perspective and the combination of observations, interviewing and document analysis proved valuable in this study and is underrepresented in leadership research. This process perspective is a valuable addition to skills- and competencies-focused leadership literature.
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