How to progress on sustainable development through Public-Private Partnerships: A Study of SIDA’s Swedish Leadership for Sustainable Development

Klara Byström & Julia Ödman

Studenteropgave: Kandidatafhandlinger


With the expiration of the Millennium Development Goals (MDGs) in 2015, the United Nations (UN) has called for a collective effort to create a global operational framework that enables key actors to develop long-term strategies for sustainable development. At the same time, there has been an increase in the interest in public-private partnerships (PPPs) and their potential to make social, environmental and economic improvements and thereby create sustainable structural changes. In Sweden, the Swedish International Development Cooperation Agency (SIDA) has initiated a collaboration with 20 Swedish-rooted firms that together form the network “Swedish Leadership for Sustainable Development” (SLSD). Two of the partnership’s ambitious objectives include creating decent jobs and fighting corruption – two factors which are regarded to have a profound impact on poverty reduction and sustainable development. To better understand how a PPP of this kind can operate effectively, this study aimed at exploring and identifying what success factors need to be in place for successfully cooperating on making a contribution to sustainable development through the creation of decent jobs and decreasing corruption. To address this issue, a qualitative approach was taken where data were collected from a multiple case study of two companies involved in the SLSD partnership, Volvo and Tetra Laval, and their previous experiences of cooperating with SIDA on issues related to development. Based on the results of the study, four factors that could enable a PPP to successfully contribute to sustainable development through decent job creation and fighting corruption were identified. These are: 1) combine competencies to adapt the initiative to the specific context; 2) design the initiative in a way that enables it to contribute to structural changes; 3) the initiative should relate to the private partner’s core operations to ensure that competencies are used to the fullest; and 4) it should generate added value for all stakeholders involved.

Uddannelsercand.merc.Business, Language and Culture, (Kandidatuddannelse) Afsluttende afhandling
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