Transformando la gobernanza para la mejora de la innovación educativa y social

Jacob Torfing, Jordi Diaz-Gibson

Resumen


En las últimas décadas ha habido una destacada proliferación de redes de gobernanza en diferentes ámbitos que han dado paso a numerosos estudios centrados en una gobernanza interactiva y relacional. Este artículo pretende contribuir al desarrollo de la investigación sobre gobernanza socioeducativa mediante el estudio de cómo la colaboración en redes de gobernanza puede estimular la innovación educativa y social. El rtículo presenta una descripción de las bases y principios de las redes de gobernanza, así como una visión general de las teorías que las fundamentan. En primer lugar, el artículo define el concepto de redes de gobernanza y a continuación describe las teorías que sustentan su proliferación. En segundo lugar, define el concepto de innovación y discute como la colaboración en redes puede estimular la innovación social y educativa. Finalmente, se discute sobre cómo puede iniciarse, facilitarse y mantenerse la innovación colaborativa a través de nuevas formas de liderazgo y gestión.


Palabras clave


gobernanza; innovación; políticas educativas; políticas sociales; liderazgo transformacional

Texto completo:

PDF (ES) PDF (EN) (English)

Referencias


Agranoff, R. (2003). Leveraging Networks: A Guide for Public Managers Working across Organisations. Arlington: IBM Endow-ment for The Business of Government.

Agranoff, R., & McGuire, M. (2003), Collaborative Public Management: New Strategies for Local Government, Washington, DC: Georgetown University Press.

Almirall, R., Díaz-Gibson, J., Dot, M., Moya, J., Ramírez, L., & Ubieto, R. (2012). Informe d’Avaluació dels costos i beneficis del mod-el Interxarxes. Estudi valoratiu de l’experiència del programa Interxarxes (2000-2012). Institut Municipal de Serveis Socials i Districte d’Horta-Guinardó: Barcelona.

Ansell, C., & Gash, A. (2007), Collaborative governance in theory and practice, Journal of Public Administration Research and Theory, 18(4), 543-571.

Ansell, C., & Gash, A. (2012), Stewards, Mediators, and Catalysts: Towards a Model of Collaborative Leadership, The Innovation Journal, 17(1), 1-21.

Ansell, C., & Torfing, J. (Eds) (2014), Public Innovation and Collaboration through Design, Abingdon: Routledge.

Argyris, C., & Schön, D. (1978), Organizational Learning: A Theory of Action Perspective, Reading, MA: Addison-Wesley Publishing Company.

Bason, C. (2010), Leading Public Sector Innovation, Bristol: Policy Press.

Benz, A., & Papadopoulos, Y. (2006). Governance and Democracy. London: Routledge.

Bogers, M., Affuh, A., & Bastian, B. (2010). Users as Innovators: A Review, Critique, and Future Research Directions. Journal of management, 36(4), 857-875.

Bommert, B. (2010), Collaborative innovation in the public sector, International Public Management Review, 11(1), 15-33.

Csikszentmihalyi, M. (1996), Creativity: Flow and the Psychology of Discovery and Invention, New York, NY: Harper Collins.

Considine, M., Lewis, J., & Alexander, D. (2009), Networks, Innovation and Public Policy, Basingstoke: Palgrave-Macmillan.

Crosby, B., & Bryson, J. (2010), Integrative leadership and the creation and maintenance of cross-sector collaboration, Leadership Quarterly, 21(2), 211-230.

Crozier, M., Huntington, S., & Watanuki, J. (1975). The Crisis of Democracy. New York: The New York University Press. Dean, M. (1999). Governmentality: Power and Rule in Modern Society. London: Sage.

Díaz-Gibson, J., Civís, M., & Guardia (2013) Strengthening education through collaborative networks: leading the cultural change. School Leadership and Management, 34(2), 179-200.

Díaz-Gibson, J., Civís, M., & Longás, J. (2013). La Gobernanza de Redes Socioeducativas: claves para una gestión exitosa. Teoria de la Educación. 25(2), 213-230.

Djelic, M., & Sahlin-Andersson, K. (eds.) (2006). Transnational Governance: Institutional Dynamics of Regulation. Cambridge: Cam-bridge University Press.

Doig, J., & Hargrove, E. (1987), Leadership in Innovation: Entrepreneurs in Government, Baltimore, Maryland: The John Hopkins University Press.

Eggers, B., & Singh, S. (2009), The Public Innovators Playbook, Washington, DC: Harvard Kennedy School of Government.

Engeström, Y. (2008), From Teams to Knots: Activity-Theoretical Studies of Collaboration and Learning at Work, New York, NY:Cambridge University Press.

Emerson, K., & Nabatchi, T. (2015), Collaborative Governance Regimes, Washington, DC: Georgetown University Press. European Commission (2013), European Public Sector Innovation Scoreboard, Brussels: EU.

Foucault, M. (1991). Governmentality. Pp. 87-104. In The Foucault Effect, ed. G. Burchell, C. Gordon & P. Miller. Hertfordshire: Har-vester Wheatsheaf.

Gray, B. (1989), Collaborating: Finding Common Ground for Multiparty Problems, San Francisco: Jossey-Bass.

Hartley, J. (2005), ‘Innovation in governance and public service: Past and present’, Public Money & Management, 25(1), 27-34.

Hartley, J., Sørensen, E., & Torfing, J. (2013), ‘Collaborative innovation: A viable alternative to market-competition and organizational entrepreneurship?’, Public Administration Review, 73(6), 821-830.

Heclo, H. (1978). Issue networks and the executive establishment. Pp. 87–124 in The New American Political System, ed. A. King. Washington, DC: American Enterprise Institute.

Heifetz, R., Linsky, M., &Grashow, A. (2009), The practice of adaptive leadership: Tools and tactics for changing your organiza-tion and the world, Cambridge, MA: Harvard Business Press.

Hirst, P. (2000). Governance and democracy. Pp. 13-35 In Debating Governance, ed. J. Pierre. Oxford: Oxford University Press. Hood, C. (1986). The Tools of Government. Chatham: Chatham House.

Jessop, B. (1998). The Rise of Governance and the Risks of Failure: the Case of Economic Development. International Social Sci-ence Journal, 50(155), 29-45.

Jessop, B. (2002). The Future of the Capitalist State. Cambridge: Polity Press.

Keast, R., Brown, K., & Mandell, M. (2007), Getting the right mix: Unpacking integration, meanings and strategies, International Public Management Journal, 10(1), 9–34.

Kickert, W., Klijn, E., & Koppenjan, J. (eds.) (1997). Managing Complex Networks. London: Sage.

Klijn, E., &Skelcher, C. (2007). Democracy and governance networks: Compatible or not? Public Administration, 85(3): 587-608.

Kohler-Koch, B., & Eising, R. (eds.) (1999). The Transformation of Governance in the European Union. London: Routledge. Kooiman, J. (ed.) (1993). Modern Governance. London: Sage.

Kooiman, J. (2003). Governing as Governance. London: Sage.

March, J., & Olsen, J. (1995). Democratic Governance. New York: The Free Press.

Marsh, D., & Rhodes, R. (eds.) (1992). Policy Networks in British Government. Oxford: Oxford University Press.

Mayntz, R. (1993a). Modernization and the logic of interorganizational networks. Pp. 3-18 in Societal Change between Markets and Organization, ed. J. Child, M. Crozier & R. Mayntz. Aldershot: Avebury.

Mayntz, R. (1993b). Governing failure and the problem of governability: Some comments on a theoretical paradigm. Pp. 9-20 in Modern Governance, ed. J. Kooiman. London: Sage.

Mezirow, J. (2000), Learning as Transformation: Critical Perspectives on a Theory in Progress, San Francisco, CA: Jossey Bass.

Milward, H., & Provan, K. (2006). A Manager’s guide to choosing and using networks. Arlington: IBM Endowment for The Business of Government.

Morse, R. (2010), Integrative public leadership: Catalyzing collaboration to create public value, The Leadership Quarterly, 21(2), 231–245.

Meuleman, L. (2008), Public Management and the Metagovernance of Hierarchies, Networks and Markets, Heidelberg: Springer Press.

Nambisan, S. (2008), Transforming government through collaborative innovation, Public Manager 37(3): 36-41.

O’Leary, R., & Bingham, L. B. (eds) (2009), The Collaborative Public Manager, Washington, DC: Georgetwon University Press.

Olsen, J. (2009). EU governance: Where do we go from here? Pp. 191-209 in European Multi-level Governance, ed. B. KohlerKoch & F. Larat. Cheltenham: Edward Elgar.

Page, S. (2010), Integrative leadership for collaborative governance: Civic engagement in Seattle, The Leadership Quarterly, 21(2), 246-263.

Parry, K., & Bryman, A. (2006), Leadership in organizations. In S. Clegg, C. Hardy, T. Lawrence and W. Nord (Eds), The Sage Hand-book of Organization Studies, London, UK: Sage Publications, pp. 447-468.

Peters, B. (2010), Metagovernance and public management, in Osborne, S. P. (Ed.), The New Public Governance?, London: Rout-ledge, 36-51.

Peters, B. (2011). Institutional Theory in Political Science. London: Continuum.

Polsby, N. (1984), Political Innovation in America: The Politics of Policy Initiation, New Haven, CT: Yale University Press.

Powell, W., & DiMaggio, J. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organisational fields. American Sociological Review, 48(2).147-60.

Powell, W., & DiMaggio, J. (1991). The New Institutionalism in Organizational Analysis. Chicago: University of Chicago Press.

Provan, K., & Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2). 229-52.

Provan, K., & Milward, B. (1995), A preliminary theory of interorganizational effectiveness: A comparative study of four commu-nity mental health systems, Administrative Science Quarterly, 40(1), 1-33.

Renée, M., & McAlister, S. (2011). The Strengths and Challenges of Community Organizing as an Education Reform Strat-egy: What the Research Says. Annenberg Institute for School Reform at Brown University.

Rhodes, R. (1997). Understanding Governance. Buckingham: Open University Press.

Roberts, N., & Bradley, R. (1991), Stakeholder collaboration and innovation, Journal of Applied Behavioural Science, 27(2), pp. 209–227.

Roberts, N., & King, P. (1996), Transforming Public Policy: Dynamics of Policy Entrepreneurship, San Francisco, CA: Jossey-Bass.

Rose, N., & Miller, P. (1992). Political power beyond the state: problematics of government. British Journal of Sociology, 43(2), 172-205.

Sabatier, P. (1988), An advocacy coalition framework of policy change and the role of policy oriented learning therein, Pol-icy Sciences, 21(2), 129-168.

Scharpf, F. (1994). Games real actors could play: Positive and negative coordination in embedded negotiations. Journal of Theoretical Politics, 6(1), 27-53.

Scharpf, F. (1999). Governing in Europe: Effective and Democratic? Oxford: Oxford University Press.

Shirley, D. (2009). Community Organizing and Educational Change: A Reconnaissance, Journal of Educational Change, 10, 229–237.

Skelcher, C., & Torfing, J. (2010), Improving democratic governance through institutional design: Civic participation and dem-ocratic ownership in Europe, Regulation and Governance, 4(1), 71-91.

Straus, D. (2002), How to Make Collaboration Work, San Francisco, CA, Berrett Koehler Publishers.

Sørensen, E., & Torfing, J. (2005a). Network governance and post-liberal democracy, Administrative Theory and Praxis, 27(2), 197-237.

Sørensen, E., & Torfing, J. (2005b). The democratic anchorage of governance networks. Scandinavian Political Studies, 28(3), 195-218.

Sørensen, E., & Torfing, J. (eds.) (2007). Theories of Democratic Network Governance. Basingstoke: Palgrave Macmillan. Sørensen, E., & Torfing, J. (2009). Making governance networks effective and democratic through metagovernance. Public Administration, 87(2), 234-58.

Sørensen, E., & Torfing, J. (2011), Enhancing collaborative innovation in the public sector, Administration and Society, 43(8), 842-868.

Torfing, J., Peters, B., Pierre, J., & Sørensen, E. 2012. Interactive Governance: Advancing the Paradigm. Oxford University Press.

Torfing, J., & Krogh, A. H. (2013), Samarbejdsdrevet innovation i bandeindsatsen, Copenhagen: DJOEF Publishers.

Voorberg, W., Bekkers, V., & Tummers, L. (2014), A systematic review of co-creation and co-production’, Public Management Review, 17(9), 1333-1357.

Von Hippel, E. (1988), The Sources of Innovation, Oxford: Oxford University Press.

Von Hippel, E. (2005), Democratizing Innovation, Cambridge, MA: The MIT Press.

Wart, M. (2013), Lessons from leadership theory and contemporary challenges of leaders, Public Administration Review, 73(4), 553–564.

Warren, M. (2009). Governance-driven democratization. Critical Policy Analysis, 3(1), 3-13.




DOI: https://doi.org/10.7179/PSRI_2016.28.08

Enlaces refback

  • No hay ningún enlace refback.


Licencia de Creative Commons
Este obra está bajo una licencia de Creative Commons Reconocimiento-NoComercial-CompartirIgual 4.0 Internacional.

DOI: 10.7179/PSRI

 

    

Licencia Creative Commons

Este obra está bajo una Licencia Creative Commons Atribución-NoComercial-CompartirIgual 3.0 España.

ISSN: 1139-1723

DOI: 10.7179/PSRI