Variances in social partnership

Abstract

This paper provides a critical appraisal of existing models of social partnership. We argue that single forms of partnership operating at the micro‐level are unlikely to be sustainable in the medium and long term. Yet, there is evidence that multi‐layered forms of partnership – in other words, a set of complementary partnership deals operating at a range of levels from workplace to the commanding heights of an economy – may provide the most desirable way forward. Such forms of partnership – combining partnership at the workplace with similar rapproachments at community and commanding heights – may allow for more effective use of human potential within firms, and enhance trust relations within the wider community and polity.

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