The role of the fourth sector in the context of the <scp>COVID</scp>‐19 pandemic

Martins, Vanessa de Araujo; Ferreira, Marisa R.; Braga, Vítor

doi:10.1002/jsc.2402

Cited by 7 publications

(7 citation statements)

References 26 publications

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“…This is reminiscent of Bryson and colleagues’ (2015) definition of cross-sector collaboration as “the linking or sharing of information, resources, activities, and capabilities by organizations in two or more sectors to achieve jointly an outcome that could not be achieved by organizations in one sector separately” [ 10 ], p. 44 as cited in [ 11 ], p. 648). In this vein, it can reasonably be argued that by effectively mobilizing stakeholders and resources, multisector collaborative partnerships can help alleviate the strain on public finance, especially for governments, and can provide cost-efficiency gains and drive appropriate and satisfactory essential services to the most disadvantaged people [ 52 , 66 ].…”

Section: Introductionmentioning

confidence: 99%

Moving toward a common goal via cross-sector collaboration: lessons learned from SARS to COVID-19 in Singapore

2022

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Background The spread of COVID-19 has taken a toll on many countries and its healthcare system over the last two years. Governments have sought to mitigate the repercussions of the pandemic by implementing aggressive top-down control measures and introducing immense fiscal spending. Singapore is no exception to this trend. Owing to a whole-of-society approach, Singapore is still being lauded globally for its relatively successful record at controlling both community and trans-border spread. One notable effort by the Singapore government has taken place through its cross-sectoral collaborative partnerships with the private stakeholders behind the success. Methods/results In an attempt to better explain Singapore’s robust yet strategic response to COVID-19, this study focuses on how the experience of the SARS outbreak has informed the government’s collaborative efforts with other stakeholders in society, beyond mere transnational cooperation. Taking a comparative case study approach in the specific context of Singapore, we perform a content analysis of related government documents, mainstream newspaper articles, and academic journal articles in an inductive manner. By closely comparing two global healthcare outbreaks, we note four differences in approach. First, during the COVID-19 pandemic, Singapore has focused on securing sufficient essential healthcare resources with contingency plans to strengthen preparedness. Second, the government has actively harnessed the capacity of private entities to promote the resilience of the healthcare system and the community. Third, Singapore’s management policies have been made not only in a top-down, centralized style during the initial response stage, but also with a greater proportion of bottom-up approaches, particularly as the pandemic trudges on. More interestingly, the multi-faceted repercussions of COVID-19 have gradually opened the door to a greater variety of collaborative partnerships in sectors beyond healthcare services. The participating stakeholders include, but are not limited to, local and international business actors, non-profit organizations, academia and other countries. Lastly, as the pandemic has continued, the Singapore government has managed outward to tap the expertise and knowledge of the private sector, in particular leveraging science and technology to improve control measures and putting supportive programs into practice. Conclusion The evidence from our focused analyses demonstrates that the nature and scale of the COVID-19 pandemic produced more collaborative partnerships between the public and private sectors in Singapore as compared with the SARS outbreak. What is more, our findings offer evidence that through adaptive learning from the prior global healthcare outbreak, plus some trial and error during the initial phase of the ongoing pandemic, public- and private-sector partners, both in and outside of the healthcare service sector, have tended to “act alike,” working together to achieve a common goal. Both have been socially responsible, providing public services to people in need to promote the rapid resilience of the community, and sharing the associated risks. Overall, this study has deep and wide implications for other governments and policy makers who are still struggling to maximize essential resources and minimize the negative impacts of the healthcare crisis.

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Section: Introductionmentioning

confidence: 99%

Moving toward a common goal via cross-sector collaboration: lessons learned from SARS to COVID-19 in Singapore

2022

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“…In many areas, this congregation of actors from the public, private, and third sectors is creating a new, more holistic, and systemic vision of rural development, known as "vitality policy", which is based on the idea of place as a space for life [63], therefore going beyond the traditional approach based on improving business and industrial competitiveness and encouraging entrepreneurship as the main pillars of rural development [7]. This was manifested during the COVID-19 pandemic, in which associations of this kind have played a leading role, together with the public sector, in attempts to mitigate its effects [64,65]. This should not hinder us from calling on the third sector to step up and take on a more important role in the implementation of projects and in the making of decisions and strategic planning.…”

Section: Discussionmentioning

confidence: 99%

The Third Sector: The “Other” Actors of Rural Development, Andalusia 2000–2015

García¹,

Valverde²,

Pérez³

et al. 2021

Sustainability

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Civil society plays an essential role in the development of our rural areas. In spite of this, little research has been conducted on the role of non-profit organizations, often referred to in general terms as the third sector, within the framework of the LEADER program for rural development, especially in such a large geographical area as Andalusia, the study area of this research. The diversity of the groups that make up the “Others” group of rural development stakeholders is one of its most important characteristics. Over the course of the study period (2000–2015), these organizations have played a very significant role in Andalusia in both quantitative and qualitative terms. In order to find out more about the diversity of third sector organizations and to quantify and evaluate their importance, we carried out a detailed analysis of all the LEADER projects commenced in Andalusia between 2000 and 2015. The quantitative and quantitative results obtained highlight the diversity of these projects and how widely their presence varied from one type of rural area to the next. Our research reopens the debate about the growing role played by non-profit organizations in developed societies at a global level and within LEADER in particular.

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“…In addition to the implications above, public policy (Campos et al, 2021) and the fourth sector (Martins et al, 2021) may contribute to overcome the problems caused by COVID in terms of business performance. With regards the complexity of business, the public sector alone may not be able to draw traditional policies that impact on the complexity of business as that implies designing the organisation structure of firms.…”

Section: Research Limitationsmentioning

confidence: 99%

“…With regards the complexity of business, the public sector alone may not be able to draw traditional policies that impact on the complexity of business as that implies designing the organisation structure of firms. However, the fourth sector, implies synergies between the public and private sector that may become alternatives to public traditional policies alone to unveil solutions for the problems caused by COVID-19, as reported in Martins et al (2021). However, the lessons learnt from the pandemic context may become future inputs for policy design.…”

Section: Research Limitationsmentioning

confidence: 99%

“…Therefore, the recent events have shown that it is important to relate the complexity of organisations with business performance, so that business can decide on whether they still have room for increasing complexity and still face adverse external situations or not. However, public policies may be put in place to facilitate business to, partially, accommodate such external shocks (Campos et al, 2021), or the social sector may also play a role in such circumstances (Martins et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Unboxing organisational complexity: how does it affect business performance during the COVID-19 pandemic?

Pereira

Braga

Correia

et al. 2021

JEPP

Self Cite

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PurposeThis study aims to distinguish businesses by their degree of complexity and to analyse the influence of complexity on the performance of firms during the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachData were collected from 468 businesses, and various multivariate statistical techniques were used. Initially a factor analysis was conducted, organising variables into five factors. A discriminant analysis, performed with the five factors, allowed discriminating firms based on whether they internationalise or not. A linear regression was performed in order to estimate the contribution of each factor in the business performance.FindingsThe results suggest the existence of additional variables for measuring the complexity. From the factorial analysis it is possible to conclude that business complexity can be explained by size, indebtedness and profitability, internationalisation, number of employees, and age and leverage. Total assets, indebtedness and age are the variables that contribute the most to business performance. On the other hand, indebtedness, internationalisation, age and leverage are the independent variables that most contribute to explain business performance.Originality/valueThis paper presents advances in two ways. First, it proposes measures of complexity (highly debatable in the literature). It also proposes internationalisation as an explanation of complexity. Second, this paper sheds light on businesses decisions to grow, taking into account how complexity may affect performance.

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The role of the fourth sector in the context of the COVID‐19 pandemic

Cited by 7 publications

References 26 publications

Moving toward a common goal via cross-sector collaboration: lessons learned from SARS to COVID-19 in Singapore

Moving toward a common goal via cross-sector collaboration: lessons learned from SARS to COVID-19 in Singapore

The Third Sector: The “Other” Actors of Rural Development, Andalusia 2000–2015

Unboxing organisational complexity: how does it affect business performance during the COVID-19 pandemic?

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