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This chapter explores how public–private collaborations can be successful in India. Public–private mixes (PPMs) are an important part of the Stop TB campaign globally, but they are especially vital in India. One reason for this is the sheer number of TB patients. India has more people suffering from TB than any other country. Another critical reason is that an overwhelming number of these patients are being treated in the private sector and are often receiving a low quality of care. The chapter follows the pharmaceutical industry's efforts to shape the diagnosis and treatment of TB, homing in on interactions between medical representatives and doctors, and showing how the very materiality of global health interventions (drugs, protocols, policies, recordkeeping) provides the context for the expansion of a private therapeutic market.

The proliferation of Internet-connected devices in the consumer market has created a dramatic shift from a single point PC-based threat risk to an expanded threat perimeter that includes tablet devices, smartphones, and Internet-connected televisions. Consumer home network growth now requires security for a consumer's entire digital lifestyle and not just a single-point stationary device. The difficulty of securing this expanded threat landscape is exacerbated by the rise of unique attacks that sometimes render traditional antivirus strategies ineffective. This chapter discusses solutions to the expanding cyber threat landscape, including improved reputation-based threat detection, effective public-private collaboration, and increased user responsibility within the digital ecosystem.

In 1971, United Bronx Parents administered New York City’s first free summer meals program after the municipal government refused to take on the responsibility. Under the leadership of Executive Director Evelina Antonetty and coordinator Kathy Goldman, the grassroots antipoverty agency transformed a new and largely theoretical federal entitlement program into much-needed meals for children while school was out of session. Antonetty and Goldman’s activist backgrounds, including their experiences of American Communism and anticommunism, Puerto Rican independence, and Alinskyism, had a significant impact on how they carried out the citywide initiative: interracial cooperation, job creation, economic development, cultural nationalism, and creative, attention-grabbing tactics were just some of the legacies bequeathed to the two leaders by their prior movement work. Working in partnership with a private food service company, United Bronx Parents’ sponsorship of free summer meals shows that public-private collaborations predated the neoliberal policies of the later 1970s and since. Their work also shows how direct service provision could build the legitimacy of a grassroots organization citywide and serve as a model for improved public services.

In “Social Enterprise in Taiwan: Economic and Social Welfare Transition,” the author introduces the economic and welfare journey of Taiwan over the past century and discusses how the newly blossomed business model of social enterprise shapes the social welfare and economic disciplines in the modern development of Taiwan. The implication of social enterprise starts in 2007. The planning process reveals the interdependency between economic and welfare development and extends the discussions to public–private collaboration on resolving social problems. In 2014, the government announced its phase-one plan “2014–2016 Social Enterprise Action Plan.” The Ministries of Labor, Economic Affairs, Interior, and Health and Welfare have collaborated for policy integration and action planning since then. By the end of 2019, there were 455 various-sized enterprises registered on the list of social innovative organizations. Many social enterprises progress to become B corporations. By November 2019, there were already 25 B corporations in Taiwan, with 8 of them honored as “the best for the world 2019.”