Community business and collaboration

This working paper was funded to begin exploring what evidence there was around Power to Change’s place-based hypotheses. These are that community businesses are more successful when they collaborate with each other in their local area and that they are more resilient as a result. The English and international case studies found as part of this research shed some light on these hypotheses. The case studies can be read as a separate standalone document.

The paper also draws attention to the lack of evidence to support Power to Change’s hypotheses around community business collaboration and resilience. The authors suggest thinking more about collaboration with local people and other local organisations as a means to more effectively tackling issues in local areas.

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