Social enterprise in the public sector. MetService: thinking beyond the weather

Abstract

Purpose

The purpose of this paper is to consider the role of government in fostering entrepreneurial activity and economic development, thereby balancing social and economic objectives.

Design/methodology/approach

Case studies on state‐owned enterprises (SOEs) in New Zealand, one of which is examined in detail, are analysed and compared. Triangulated data from interviews, texts, and personal observation were collected and analysed in two separate phases, examining effective pathways for social enterprise in the public sector and related themes.

Findings

Findings suggest the role of government is not limited to policy‐making. Examination of activity which aims to balance social and economic objectives identifies several factors which have contributed to successful and entrepreneurial operations within SOEs.

Research limitations/implications

Although limited to a single case, this paper reveals the nature and importance of entrepreneurial activity within government organisations.

Practical implications

Deregulation as an alternative to privatisation is examined and evaluated.

Originality/value

Evidence is provided to support entrepreneurship within the public sector as a strong foundation for balancing both social and economic objectives.

Citation

Luke, B. and Verreynne, M. (2006), "Social enterprise in the public sector. MetService: thinking beyond the weather", International Journal of Social Economics, Vol. 33 No. 5/6, pp. 432-445. https://doi.org/10.1108/03068290610660698