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Contemporary governance increasingly emphasizes cross-sector collaboration to address complex societal challenges. This article examines how state strategies approach cross-sector collaborations involving the third sector, and delves into the interplay of authoritative, competitive, and collaborative governance strategies within these policies. Motivated by concerns about child poverty and social exclusion, the Declaration on Leisure Activities exemplifies Norway's reliance on partnerships between government, municipalities, and third sector organizations in the leisure and culture policy field. Employing a qualitative document analysis, the study reveals both potentials and paradoxes inherent in these approaches, offering valuable insights for designing effective cross-sector policies and navigating the complexities of cross-sector collaboration. [ABSTRACT FROM AUTHOR]

There is a renewed interest in third sector organizations with hope for contributions to systems of new public governance and welfare services. This study is based on a survey to the local authorities in Sweden and aims to analyze how collaboration between public and third sector organizations occurs at the local level. A special focus for the study is idea-driven public partnerships (IOPs). The results indicate that collaboration mainly occurs outside of the core fields of welfare and also that the national level agreements set standards to be used in especially the larger local authorities who are more in need of formalized policies to handle the local relations. The institutionalized collaborative relations are diverse and mainly meant to promote a thriving third sector for its democratic values, but there are also certain welfare fields with less local remit such as sports, leisure time activities, and homelessness where NPOs are not crowded out by the public sector. Collaboration with IOPs are more common in larger local authorities and places with a larger proportion of immigrants. [ABSTRACT FROM AUTHOR]

This study explores co-production between practitioners and service users through a longitudinal analysis of two programmes, identifying the factors that facilitate or prevent co-production from being sustainable over the longer term. There is no one 'best practice' for sustainable co-production; rather, it is contingent upon the nature of the service and the environment in which it operates. Sustainable co-production requires an alignment between four elements – structure, skills, resources, and mutual commitment. Structure (design and framework for co-production) must be able to deploy available resources and skills so that service users' and professionals' commitment to continue co-production is fostered. [ABSTRACT FROM AUTHOR]

Artification refers to the process by which objects, practices, or entities not traditionally considered art are transformed into socially accepted art forms. A common example is graffiti, which was once regarded as vandalism but has since evolved into a recognized and celebrated form of art, but organizations and brands can also engage in artification strategies. This special issue of the Journal of Philanthropy and Marketing explores the concept of artification, with a particular focus on its application within the third sector. The six papers in this issue examine how artification fosters creativity, innovation, and social impact in non‐profits. Through case studies and empirical research, the issue demonstrates how third‐sector organizations, such as arts and culture institutions, charities, and foundations, can leverage artification not only to support the arts but also to enhance their legitimacy, build stronger community relationships, and increase credibility with stakeholders. The special issue examines studies on artification in both non‐profit organizations and corporate initiatives, emphasizing how art fosters social sustainability through creative partnerships. Collectively, these papers underscore the transformative potential of artification in the third sector, offering valuable insights for non‐profits seeking to integrate art into their strategic initiatives and enhance their social impact. [ABSTRACT FROM AUTHOR]

This paper investigates institutional isomorphism within English social housing through the theoretical lens of strategic performance management. By employing a multiple case study analysis, we uncover how external isomorphic pressures are sensed within the organization as a strategic dissonance through its strategic performance management system. Housing Associations (HAs) need to respond to these 'sensed' external changes by adapting their internal strategic performance management, which are then measured and reported in a rapidly changing external environment. We argue that by focusing on changes in managing performance, organizational performance can become a lens by which the internalization of isomorphic pressures in social housing can be studied. A conceptual framework for social housing has been developed to study how HAs manage their performance in a rapidly changing context. [ABSTRACT FROM AUTHOR]

ABSTRACT Within the United Kingdom, the third sector has an important yet increasingly challenging role in providing employability support for people with complex barriers to work, as organisations face an ever‐tighter and more uncertain funding landscape. Whilst the obstacles posed by short‐term funding are raised in numerous publications from third sector professional and campaigning organisations, academic contributions on the effects of short‐term funding for the third sector remain scarce. This article presents a qualitative analysis of the impacts of short‐term programme funding on a third sector employability project in the North of England, as it navigated the post‐Brexit transition from European grants to regionally allocated shorter‐term funding under the first tranche of the UK Shared Prosperity Fund. Drawing on in‐depth interviews with frontline employability keyworkers, the article illuminates the multiple detrimental effects on project delivery, keyworker practices and client experience brought about by a reduction in funding timeframe and associated future uncertainties. Alongside practical implications, the study offers novel insights into the emotional impacts of short‐termism on those delivering at the frontline, which we interpret via the theoretical lens of ‘moral distress’. Findings also reveal a risk that, under tighter operating timescales, third sector organisations may feel increasingly pushed towards the selective recruitment of participants who are easier to help, potentially undermining their deeply held commitment to supporting those furthest from the labour market. [ABSTRACT FROM AUTHOR]

The paper presents the results of two evaluation activities that foster reflection on the operational strategies implemented, as well as the main challenges and opportunities that arise during intervention implementation. [ABSTRACT FROM AUTHOR]

In this article we sketch a vision that might guide academic and third sector collaboration. We do so by drawing on a project that involved collaboration with a range of stakeholders, in order to stimulate ongoing discussion about how academics and the third sector might work together to seek positive change. Our findings show that there are keenly felt challenges, but also a sense of resilient optimism. A key finding among our stakeholders was a sense that there is an absence of an overarching shared vision, which was experienced by many of our respondents as consequential. Therefore, in the spirit of constructive provocation we set out such a vision, which was collaboratively developed with our respondents: opening a dialogue, rather than providing a conclusive position. [ABSTRACT FROM AUTHOR]

Copyright of Revista Foco (Interdisciplinary Studies Journal) is the property of Revista Foco and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This Special Issue is based on a selection of papers initially presented at the conference on "Resilience and the Third Sector" (Institute of Public Sector Accounting Research, University of Edinburgh, November 2022). The third sector is pervasive in most societies and makes a distinctive and widely‐recognized contribution to the public good by building social capital, frequently affording a foundation for social cohesiveness. However, it is a fragile sector that is significantly affected by crises (the slings and arrows of outrageous fortune). These have the potential to curtail the capacity of third‐sector organizations (TSOs) to deliver societal benefits and, in the most extreme cases, even threaten their survival. Given this, the resilience of TSOs (albeit this term has multiple layers and manifold meanings) is critical. This paper explores a range of connotations linked to third‐sector resilience and explores contemporary evidence (including the papers in this Special Issue) as to how the sector identifies, manages, and learns from crises. In addition, it provides a brief outline research agenda as a basis for encouraging researchers to focus on resilience in TSOs and enhance knowledge. It is argued that more rigorous, evidence‐based research of this nature has the potential to positively influence practice in the sector, as well as policy formulation by government and others who steer TSOs. [ABSTRACT FROM AUTHOR]

This paper investigates the impact of the COVID‐19 pandemic on U.K. third‐sector (nonprofit organizations and social enterprises) and socially oriented small‐ and medium‐sized enterprises (SMEs), and provides insights regarding their organizational resilience. Using data from the Longitudinal Small Business Survey, the results of an extensive empirical analysis suggest that relative to commercial (for‐profit) SMEs, social enterprises were less likely, and socially oriented SMEs more likely to perceive the pandemic as an obstacle to business success. Third‐sector and socially oriented SMEs were more likely to increase their activities compared to commercial SMEs. Moreover, the COVID‐19 pandemic appears to have had a differential impact on the future plans of third‐sector and socially oriented SMEs relative to commercial SMEs. Third‐sector organizations were less likely to use government‐backed loans, suggesting a need for alternative forms of support or financing to weather economic disruptions. Overall, our analysis suggests a resiliency and versatility among third‐sector and socially oriented SMEs in dealing with unexpected and significant external shocks. [ABSTRACT FROM AUTHOR]

[Article in Italian] L’Associazione Internazionale degli Idrogeologi IAH Italy diventa grande. A partire dal 1° gennaio 2024 l’Associazione è iscritta al Registro Unico Nazionale del Terzo Settore (RUNTS).

Third-sector organizations (TSOs) are recognized for having a unique and essential role in designing and delivering community-centred, sustainable health and well-being services. A World Café workshop at the 2023 International Conference on Integrated Care to explore perspectives on the questions explored the question: How do we characterize the role of the Third Sector in Integrated Care Systems? Are they Partners, Service Providers, Both or Neither? Attendees from Canada, England, Scotland, Wales, Ireland, Belgium, Denmark, and the Netherlands shared perspectives regarding facilitators and barriers to engaging TSOs in integrated care systems, drawing on experiences and practices from their communities and health systems. Building from participant perspectives, we posit that while cross-sectoral alliances between government and voluntary organizations are possible, and this engagement can contribute substantial health-promoting value to society, much work remains to be done. Meaningful collaboration requires attitudinal shifts, new working methods, rebalancing power within the relationships, and sufficient resources to support the collaboration. Creative approaches to facilitating positive engagement of TSOs within integrated care systems can address long-standing barriers and misunderstandings. Sharing and learning through research, evaluations, and networks is essential to achieve integrated care systems based on trust and committed collaboration. [ABSTRACT FROM AUTHOR]

This article explores the organizational innovation of third sector sport organizations (TSSOs) that deliver or facilitate the delivery of sport and physical recreation for disabled participants during the first five months of COVID-19 suppression measures in England. Drawn from qualitative data with key personnel, findings first demonstrate the strategic, financial, user, and human resource dimensions of constraint placed upon the TSSOs. The blend of online/digital and physical innovations adopted by the TSSOs, and how they have contributed to the implementation of novel administrative processes, and technical services and products by the organizations to continue to engage with their target audiences during this time are then documented. [ABSTRACT FROM AUTHOR]

By promoting the use of monuments in functions useful to society, the Venice Charter assigns reuse a fundamental role in guaranteeing the conservation of the architectural heritage; at the same time, the document places limits on the transformations that new uses imply, legitimising interventions based on the compatibility of the new functions with the physical characteristics of the buildings. At the end of the 20th century, the evolution of scientific debate led to the definition of new strategies for reuse, in the light of the concept of sustainable development and a vision of the architectural heritage as a catalyst of multidimensional value. This implies the need to evaluate the quality of the project according to parameters that are not exclusively related to material respect. The theoretical statements formulated find expression in the projects developed by the Third Sector, which today assume great relevance thanks to programme agreements and funding. This paper therefore intends to carry out an examination of the reuse projects promoted by non-profit organisations. Through a comparison with the principles expressed by the Venice Charter, it questions the criticalities that emerge from initiatives that see the participation of the Third Sector as proponent. [ABSTRACT FROM AUTHOR]

Copyright of Archivio Giuridico is the property of Mucchi Editore and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The aim of this paper is to present a general outline of INGOs project management who work with local partners to implement community programs and humanitarian activities. The idea is to review how a well-structured project plan can improve the implementation of both programs and activities while developing sustainable partnerships between different stakeholders to ensure targeted results and improved livelihoods. By checking the structure, process, and dynamic of the project - programs delivery and sustainable services provision can be checked. When it comes to partners, INGOs are working with various local partners ranging from government ministries, departments, local public administrations, non-governmental organizations, cooperatives private sector, etc. Hence, the value of the paper - when it comes to developing a clear project management process that helps strengthening the projects. [ABSTRACT FROM AUTHOR]

Effective organizational performance measurement supports the long-term viability of third sector organizations. According to extant literature, it has been driven by accountability, legitimacy and improvement. While some aspects of these are outward-facing, their focus seems to be intra-organizational. Our study shows evidence of a different approach to third sector organizational performance: qualitative data from the Scottish social care third sector suggest a paradigm shift on what drives and enables performance measurement in this sector. Moving away from an instrumental, compliance- and inward-focused approach, our findings point to an organizational performance measurement ecosystem marked by adaptation, sustainability strategies and inter-organizational collaborations. [ABSTRACT FROM AUTHOR]

Community Development (CD) is a process to favour the socio-economic development of communities through the engagement of citizens, social workers, public authorities or non-profit organizations. Over the last decades, theories and practices of the CD have spread all over the world. Italy has a consistent "Third Sector" (TS) with a long-standing tradition; Despite the absence of a well-defined area of the Italian CD, in recent years, particularly within the so-called Third Sector (TS), there has been to develop characterizes of the CD. This paper aims to theorize the features of the CD in the Italian TS. The research engages representatives of 23 organizations—from neighbourhood associations to foundations and national bodies—and investigates through qualitative semi-structured interviews how they promote and conceptualize CD processes. Through the framework of international theories, it is possible to define the field of the CD in the Italian TS. [ABSTRACT FROM AUTHOR]

Beginning explorations of civil society organisations (CSOs) from a democratic, political, or regulatory perspective potentially overlooks important aspects of CSO activity. Instead, this paper takes CSOs in action as its starting point – specifically, Australian CSOs responding to the needs of people and communities during the crisis of the COVID-19 coronavirus pandemic. Working between reflections by Australian CSO leaders during the pandemic and selected literature, a multi-grounded theory approach is used to produce a novel theoretical contribution – a typology of 10 distinct CSO activities. These 10 activities are divided into three categories: (1) The 'Big Three' activities – advocate systemically, deliver service and build capacity; (2) 'Business As Usual' activities – engage community, manage organisation and work collaboratively; and (3) 'Enabling' activities – conduct research, coordinate network, hold space and provide funding. The final three activities are revealed as being less integrated into the broader CSO literature than their more commonly explored counterparts. [ABSTRACT FROM AUTHOR]

The study aimed to understand the differences between brands in the third and private sectors, using a sample of 100 individuals. The results showed a positive relationship between brand and choosing to work in the third or private sector. For maximum benefit, it is recommended to develop marketing strategies centered on the brand, enhance communication with customers and employees, invest in training and skill development, foster organizational culture, pay attention to work-life balance, and strategically think about talent recruitment and development. [ABSTRACT FROM AUTHOR]

This article suggests why a different approach may be required for commissioning services from third sector providers than from, say, corporate or public providers. English systems for commissioning third sector providers contain both commodified elements (for example formal procurement, provider competition, commissioner–provider separation) and collaborative, relational elements (for example long-term collaboration, reliance on inter-organizational networks). When the two elements conflicted, commissioners and third sector organizations tended to try to work around the commodified elements in order to preserve and develop the collaborative aspects, which suggests that, in practice, they find de-commodified, collaborative methods better adapted to the commissioning of third sector organizations. When publicly-funded services are outsourced, governments still use multiple governance structures to retain some control over the services provided. Using realist methods the authors systematically compared this aspect of community health activities provided by third sector organizations in six English localities during 2020–2022. Two modes of commissioning coexisted. Commodified commissioning largely embodied Washington consensus models of formal, competitive procurement. A contrasting, collaborative mode of commissioning relied more upon relational, long-term co-operation and networking among organizations. When the two modes conflicted, commissioners often favoured the collaborative mode and sought to adjust their commissioning to make it less commodified. [ABSTRACT FROM AUTHOR]

Background. One of the social institutions that directly influences the growth of civic responsibility and activity in achieving the goals of sustainable development of Russian society are non-profit organizations. However, for the mass involvement of citizens in the activities of the third sector, it is necessary to increase the level of trust in NPOs, which is complicated by a number of factors, including the significant role played by myths about non-profit organizations that circulate in the social space and negatively affect the degree of trust in the third sector. The purpose of the study is to analyze the trust of Russians in nonprofit organizations in the context of ideological ideas about their activities. Materials and methods. The empirical basis of the study consisted of data from the author’s questionnaire survey conducted among residents of the Republic of Tatarstan, Saratov and Novgorod regions (2024, n = 2760) and content analysis of media materials. Results. The main reasons for distrust in the activities of non-profit organizations lie in the low level of awareness about practices and the results of their work, and are also due to the presence of social myths that prevent the formation of an objective picture. The level of agreement with negative social myths does not always lead to refusal to participate in the implementation of NPO projects. Conclusions. In order to increase trust in the activities of non-profit organizations, it is necessary to raise the level of public awareness of their activities, and NPOs themselves need to more actively involve the population of different age categories in their activities.

Abstract Background Prevalence of self-harm In England is rising, however contact with statutory services remains relatively low. There is growing recognition of the potential role voluntary, community and social enterprise sector (VCSE) organisations have in the provision of self-harm support. We aimed to explore individuals’ experiences of using these services and the barriers and facilitators to accessing support. Methods Qualitative, online interviews with 23 adults (18+) who have accessed support from VCSE organisations for self-harm in the Yorkshire and the Humber region were undertaken. Interviews were audio recorded and transcribed verbatim. Thematic analysis was undertaken using NVivo software. Results Participants described how a lack of service flexibility and the perception that their individual needs were not being heard often made them less likely to engage with both statutory and VCSE organisations. The complexity of care pathways made it difficult for them to access appropriate support when required, as did a lack of awareness of the types of support available. Participants described how engagement was improved by services that fostered a sense of community. The delivery of peer support played a key role in creating this sense of belonging. Education and workplace settings were also viewed as key sources of support for individuals, with a lack of mental health literacy acting as a barrier to access in these environments. Conclusions VCSE organisations can play a crucial role in the provision of support for self-harm, however, pathways into these services remain complex and links between statutory and non-statutory services need to be strengthened. The provision of peer support is viewed as a crucial component of effective support in VCSE organisations. Further supervision and training should be offered to those providing peer support to ensure that their own mental health is protected.

Background: Prevalence of self-harm In England is rising, however contact with statutory services remains relatively low. There is growing recognition of the potential role voluntary, community and social enterprise sector (VCSE) organisations have in the provision of self-harm support. We aimed to explore individuals' experiences of using these services and the barriers and facilitators to accessing support. Methods: Qualitative, online interviews with 23 adults (18+) who have accessed support from VCSE organisations for self-harm in the Yorkshire and the Humber region were undertaken. Interviews were audio recorded and transcribed verbatim. Thematic analysis was undertaken using NVivo software. Results: Participants described how a lack of service flexibility and the perception that their individual needs were not being heard often made them less likely to engage with both statutory and VCSE organisations. The complexity of care pathways made it difficult for them to access appropriate support when required, as did a lack of awareness of the types of support available. Participants described how engagement was improved by services that fostered a sense of community. The delivery of peer support played a key role in creating this sense of belonging. Education and workplace settings were also viewed as key sources of support for individuals, with a lack of mental health literacy acting as a barrier to access in these environments. Conclusions: VCSE organisations can play a crucial role in the provision of support for self-harm, however, pathways into these services remain complex and links between statutory and non-statutory services need to be strengthened. The provision of peer support is viewed as a crucial component of effective support in VCSE organisations. Further supervision and training should be offered to those providing peer support to ensure that their own mental health is protected. [ABSTRACT FROM AUTHOR]

The main objective of this article is to conduct a comparative analysis of good practices resulting from the interaction between strategic management and social management in two non-profit organizations focused on serving refugees. Through exploratorydescriptive research of a qualitative nature, the central problem of the research is to find answers to the question: How much the interactivity between strategic management and social management contributes to characterize the good practices of the sector? Initially, data collection was carried out through bibliographic and documentary research and, later, field research using semi-structured interviews with the main agents involved in the enterprise. The results indicate that in the good practices of the third sector entities analyzed, in both, common principles of social management are adopted (reception, protection, promotion and integration), while the principles of strategic management are consolidated only in the larger organization, in the smaller organization the empirical view predominates without the establishment of formal administrative procedures. The main obstacles encountered were bureaucratic processes, lack of preparation and structure for humanized care, and little knowledge about interculturality among those responsible for public policies. The contribution of the research lies in the finding that, despite the relevance of the interaction between strategic management and social management, good practices in non-profit organizations operate fundamentally based on social management, in which ideological alignment becomes one of the main pillars for the engagement of those involved. [ABSTRACT FROM AUTHOR]

This study aimed to analyze the factors affecting the size of nongovernmental organizations (NGOs) from a multinational perspective. Empirical analyses were conducted through econometric modeling, and the data of the 17 countries from 2003 to 2019 were used. The data was obtained from the World Bank and OECD database. We used advanced panel data estimation techniques (CUP-FM and CUP-BC) to obtain long-run coefficients. GDP per capita, general government final consumption expenditure, adult education at tertiary level, and Gini index growth declined grants by private agencies and NGOs' contribution to GDP (GinGDP) initially but after a threshold level, GinGDP increased with growth at later stages of these variables. Urban population growth, employment, and foreign population have reducing effect on the size of NGOs. The size of NGOs has bidirectional causality relationship between GDP per capita, adult population at tertiary education level, employment to population ratio, and Gini index; and unidirectional causality between urban population growth, general government final consumption expenditure, and foreign population. [ABSTRACT FROM AUTHOR]

The study of organizational effectiveness (OE) within nonprofit organizations is a well-established area of inquiry in international scholarly literature. This focus is particularly crucial in organizations where internal relational dynamics may sometimes be overshadowed by a strong mission- and values-driven identity. This article proposes a relational analysis of OE, employing this interpretive framework to examine the specific organizational context of food banks, complex entities operating at multiple levels with a specialized role in food recovery for charities addressing food poverty. Drawing on evidence from a dialogic-participatory action research conducted within an Italian regional food bank, the study pursued a dual objective. Firstly, it aimed to facilitate the collective construction of knowledge, promoting a cohesive environment for sharing and integrating knowledge to address real-world challenges effectively. Secondly, it sought to empower participants by providing them with opportunities for active engagement in effecting changes and improvements through participatory reflection, thus devising actionable strategies to enhance organizational effectiveness. [ABSTRACT FROM AUTHOR]

This research argues that distributed leadership has the potential to precipitate a more effective leadership during times of crisis like we witnessed during Covid-19 pandemic with specific focus on the Third Sector (voluntary sector). It has been contended that during uncertain, critical time, which is christened volatile, uncertain, complex, and ambiguous (VUCA) era, leadership style can be instrumental in shaping organisational behaviour and actions for a better operation, stability and success in the long haul. As COVID-19 struck, governments, the world and organisations including the third sector faced unprecedented challenges ushered in by the pandemic. Prospectively, in rising above these challenges and in contrast with the conventional, managerial-driven management practice in the third sector, this article contends that distributed leadership can engender effective change management as well as facilitate third sector organisations to rise above this quandary, leading to a better led Third Sector. The methodology adopted in this research is anchored in review of secondary sources that consequently aided development and justification of the conceptual framework appropriated here, which has the capacity to shed new light on how to navigate crisis of leadership during critical moment like the COVID-19 and related organisational challenges. It is believed that this argumentation would guide institutions, policymakers, and governments in times of uncertain times to lead more effectively. [ABSTRACT FROM AUTHOR]

Copyright of Hikama is the property of Arab Center for Research & Policy Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Extensive research has explored organisational dynamics across various sectors in relation to circular economy (CE) innovation practices. However, a critical gap exists in understanding CE innovation activities in the public sector versus the third sector. This distinction is crucial as the third sector's role in CE innovation is growing, necessitating tailored policies instead of homogenous integration into public sector-based approaches. We address this gap by focusing on nuanced comparisons between the public and third sectors, delving into the motivations and constraints surrounding CE innovations across these different sectors. Employing an exploratory sequential design, we integrate qualitative insights from 12 interviews with quantitative measures derived from 153 survey responses within CE innovation communities. The findings reveal subtle yet significant disparities in innovation activities between the public and third sectors within a CE innovation community. Notably, cost factor differences related to the availability of finance and knowledge factors associated with the lack of information on technology emerge. This research contributes evidence-based insights, offering practitioners and policymakers a nuanced understanding of the motivations and constraints of circular economy innovation. These findings can be instrumental in steering the transition towards a more sustainable and circular economy, emphasising the need for tailored strategies rather than a one-size-fits-all approach. [ABSTRACT FROM AUTHOR]

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Changes in migratory flows have transformed Spain from a country of emigration to one of the main destinations for international migration. And it has also become one of the most important European countries in the reception of asylum seekers and refugees in the last decade. With an unprepared reception system, the State has faced this challenge by decentralising socio-labour integration responsibilities to third sector entities. This article aims to analyse the institutional approach to the management and integration of asylum seekers, studying changes in the management of the reception and integration system for this group. Through documentary analysis and descriptive statistics, we observe a greater streamlining of certain processes, particularly after the arrival of asylum seekers from Ukraine in 2022. However, structural deficiencies remain, hindering the processes of matching labour supply and demand.