What makes hybrid insourcing successful: A new public-private partnership model for social welfare services

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dc.contributor.authorJae‐jin Yang
dc.contributor.authorHey Sung Kim
dc.contributor.authorSeong Eun Choi
dc.contributor.authorLanhee Ryu
dc.contributor.authorYoung Jun Choi
dc.description.abstractOutsourcing has been a key policy tool for delivering a range of social services, and regarded as more effective than insourcing or direct government provision. At the same time, it has also caused many delivery issues such as principal‐agent problems, a lack of policy coordination, and poor‐quality welfare services. While the pendulum continues to swing between insourcing and outsourcing, we aim to propose a new public–private partnership model called the “hybrid insourcing model” and examine which factors influence the performance of the model. In South Korea, around 2010, the local government in Namyangju City was the first to implement the “Hope Care Center model,” a kind of hybrid insourcing model, which has been praised for its innovation and widely emulated by central and local governments. Our analysis utilizes data collected between December 2017 and January 2018 from public sector employees and civilian staff in Namyangju and a comparable city, A. From this, we draw a number of implications, both for theory and for policy. We argue that, for public–private partnerships, active cooperation and equality are the biggest factors in contributing to positive performance. These work alongside leaders with a clear vision and with employees' positive attitude.
dc.titleWhat makes hybrid insourcing successful: A new public-private partnership model for social welfare services
dc.subject.keywordhybrid insourcing
dc.subject.keywordorganizational behavior
dc.subject.keywordpublic–private partnership
dc.subject.keywordsocial service
dc.subject.keywordwelfare model
dc.citation.titleAsian Social Work and Policy Review
dc.identifier.bibliographicCitationAsian Social Work and Policy Review
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