What is the effect when the effect fails to occur? This thesis will try to answer exactly that question in relation to a special kind of public-private partnership; the Ministry for Gender Equality’s cooperation with Danish companies concerning the Charter for more women in management. There seems to be a growing interest and support for public-private partnerships. The charter represents a very broad type of partnerships with no contracts or agreements about the outcome of the cooperation. The charter has thus been criticized for not having any effect on equality. However, the analysis will show that the effects of the cooperation can be observed internally in the organizations. The analysis is based on Niklas Luhmann’s system theory and functional method whilst also drawing on Gunther Teubner’s theoretical contribution to system theory. The analysis will disclose that the public and private are not always easily united, which is a problem for the parties involved. The first analysis will show that the Ministry and the three selected companies, Coop, Deloitte and IBM, are incompatible due to their differences in communication around the charter. The second analysis will show how the parties reflect on this incompatibility and the risks related to it. The third analysis will show how the parties’ solutions to the problem of incompatibility emerge. The companies and the Ministry use their internal paradoxes to communicate in a hybrid manner, allowing the parties to optain internally productive effects. The analysis concludes that the parties around the cooperation reflectively use the charter as means for their own strategic purposes. The companies seek to gain economically and morally productive effects, while the Ministry seek to optain effects with respect to politics, moral, care and economics.
|Educations||MSocSc in Political Communication and Managment, (Graduate Programme) Final Thesis|
|Number of pages||153|