Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
Public organizations facing changes in their environment: implications of response and adaptation capabilities
Barra lateral del artículo
PDF
FLIP
Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial-CompartirIgual 4.0.
Contenido principal del artículo
Resumen
Al explorar la relación entre organizaciones públicas y entorno, la literatura en administración pública favorece la noción de que el entorno de dichas organizaciones es estático y, por lo tanto, la gestión efectiva se fundamenta en rutinas e instituciones que dotan de capacidad de respuesta ante eventos. En este artículo se argumenta que la capacidad de respuesta puede ser inefectiva ante cambios del entorno. El estudio de la relación entre organizaciones públicas y su entorno puede enriquecerse al considerar entornos dinámicos, especialmente para distinguir entre capacidades de respuesta y de adaptación.
Palabras clave:
Descargas
Detalles del artículo
Referencias (VER)
Abolafia, M. Y. (2020). Stewards of the Market. Harvard University Press.
Aldrich, H. (2008). Organizations and Environments. Stanford University Press
Aldrich, H. y Pfeffer, J. (1976). Environments of organizations. Annual Review of Sociology, (1), 79-105.
Astley, W. G. y van de Ven, A. H. (1983). Central perspectives and debates in organization theory. Administrative Science Quarterly, 245-273.
Bailey, D., Faraj, S., Hinds, P., von Krogh, G. y Leonardi, P. (2019). Special issue of organization science: Emerging technologies and organizing. Organization Science, (3), 642-646.
Boin, A. y McConnell, A. (2007). Preparing for critical infrastructure breakdowns: The limits of
crisis management and the need for resilience. Journal of Contingencies and Crisis Management, (1), 50-59.
Boin, A. y van Eeten, M. (2013). The resilient organization. Public Management Review, (3), 429-445.
Brooks, D. (2020). The Culture of Policing is Broken. The Atlantic.
Brown, T. L. y Potoski, M. (2003). Transaction costs and institutional explanations for government service production decisions. Journal of Public Administration Research and Theory, (4), 441-468.
Browne, R., Lee, A. y Rigdon, R. (2020). There are as many national guard members activated in the us as there are active duty troops in Iraq, Syria and Afghanistan. CNN.
Buchanan, L., Bui, Q. y Patel, J. K. (2020). Black lives matter may be the largest movement in U.S. history. New York Times.
Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, (1), 1-22.
Choi, S. O. y Brower, R. S. (2006). When practice matters more than government plans: A network analysis of local emergency management. Administration & Society, (6), 651-678.
Christensen, T., Lægreid, P. y Rykkja, L. H. (2016). Organizing for crisis management: Building governance capacity and legitimacy. Public Administration Review, (6), 887-897.
Cohen, J. y Kupferschmidt, K. (2020). Countries test tactics in ‘war’ against covid-19. Science,
(6484), 1287-1288. DOI: 10.1126/science. 367.6484.1287
Comfort, L. K. (2002). Rethinking security: Organizational fragility in extreme events. Public Administration Review, 62, 98-107.
Comfort, L. K. (2007). Crisis management in hindsight: Cognition, communication, coordination, and control. Public Administration Review, 67, 189-197.
Daft, R. L., Sormunen, J. y Parks, D. (1988). Chief executive scanning, environmental characteristics, and company performance: An empirical study. Strategic Management Journal, (2), 123-139.
Dalton, R. J. (2005). The social transformation of trust in government. International Review of Sociology, (1), 133-154.
Dawes, S. S., Cresswell, A. C. y Cahan, B. B. (2004). Learning from crisis: Lessons in human and information infrastructure from the World Trade Center response. Social Science Computer Review, (1), 52-66.
Derysh, I. (2020). Police brutality protests met with violence as racial tensions boil over after George Floyd’s death. Salon.
Dess, G. G. y Beard, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 52-73.
Dewan, S. y Baker, M. (2020). Facing protests over use of force, police respond with more force. New York Times.
Dill, W. R. (1958). Environment as an influence on managerial autonomy. Administrative Science Quarterly, 409-443.
Dill, W. R (1962). The impact of environment on organizational development. Concepts and Issues in Administrative Behavior, 94-109.
Duncan, R. B. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 313-327.
Dunleavy, P., Margetts, H., Bastow, S. y Tinkler, J. (2006). New public management is dead—long live digital-era governance. Journal of public administration research and theory, (3), 467-494.
Eisenhardt, K. M. (1989). Making fast strategic decisions in high velocity environments. Academy of Management Journal, (3), 543-576.
Eisenhardt, K. M. y Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, (10-11), 1105-1121.
Emery, F. E. y Trist, E. L. (1965). The causal texture of organizational environments. Human Relations, (1), 21-32.
Fischbacher-Smith, D. (2010). Beyond the worst case scenario: Managing’the risks of extreme events. Risk Management, (1), 1-8.
Frederickson, H. G., Smith, K., Larimer, C. W. y Licari, M. (2011). The Public Administration Theory Primer. Westview Press.
Fung, A. (2015). Putting the public back into governance: The challenges of citizen participation and its future. Public Administration Review, (4), 513-522.
Gabbatt, A. (2020). Protests about police brutality are met with wave of police brutality across us. The Guardian.
Goertz, G. (2006). Social Science Concepts: A User’s Guide. Princeton University Press. Hannan, M. T. y Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, (5), 929-964.
Heimann, C. F. (1993). Understanding the challenger disaster: Organizational structure and the design of reliable systems. American Political Science Review, 421-435.
Janssen, M. y van der Voort, H. (2016). Adaptive governance: Towards a stable, accountable and responsive government. Government Information Quarterly, (1).
Kapucu, N. y Garayev, V. (2011). Collaborative decisionmaking in emergency and disaster management. International Journal of Public Administration, (6), 366-375.
Kenny, K. E. (2015). The biopolitics of global health: Life and death in neoliberal time. Journal of Sociology, (1), 9-27.
Kettl, D. F. (2008). The Next Government of the United States: Why our Institutions Fail us and How to Fix them. WW Norton & Company.
Kettl, D. F. (2017). Can Governments Earn our Trust? Wiley.
Kickert, W. J. y Randma-Liiv, T. (2015). Europe managing the crisis: The politics of fiscal consolidation. Routledge.
Knowles, H. y Stanley-Becker, I. (2020). Some officers march and kneel with protesters, creating dissonant images on fraught weekend of uprisings. New York Times.
Koerth, M. y Lartey, J. (2020). Why so Many Police are Handling the Protests Wrong. The Marshall Project.
Kuhn, K. M. (2016). The rise of the “gig economy” and implications for understanding work and workers. Industrial and Organizational Psychology, (1), 157-162.
Kupferschmidt, K. y Cohen, J. (2020). Can China’s covid-19 strategy work elsewhere? Science, 367(6482), 1061-1062.
Lakoff, A. (2010). Two regimes of global health. Humanity: An International Journal of Human Rights, Humanitarianism, and Development, (1), 59-79.
Lawrence, P. R. y Lorsch, J. W. (1967). Organization and Environment: Managing Differentiation and Integration. Harvard Business Review Press.
Levinthal, D. A. (1997). Adaptation on rugged landscapes. Management Science, (7), 934-950.
Levitt, B. y March, J. G. (1988). Organizational learning. Annual Review of Sociology, (1), 319-338.
Lyons, S. y Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior, (S1), S139-S157.
Maguire, E. R. (2015). New directions in protest policing. Louis U. Pub. L. Rev., 35 (67).
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, (1), 71-87.
March, J. G. y Olsen, J. P. (1975). The uncertainty of the past: Organizational learning under ambiguity. European Journal of Political Research, (2), 147-171.
Meza, O. (s. f.). Capacidad para afrontar la incertidumbre para administrar lo público: enseñanzas del personal hospitalario frente a la Covid-19. En O. Meza (Ed.), México después de la pandemia. En prensa.
Milkman, R. (2017). A new political generation: Millennials and the post- 2008 wave of protest. American Sociological Review, (1), 1-31.
Milliken, F. J. (1987). Three types of perceived uncertainty about the environment: State, effect, and response uncertainty. Academy of Management Review, (1), 133-143.
Moynihan, D. P. (2009). The network governance of crisis response: Case studies of incident command systems. Journal of Public Administration Research and Theory, (4), 895-915.
Norris, P. y Inglehart, R. (2018). Cultural backlash. Cambridge University Press.
Nowell, B. and Steelman, T. (2015). Communication under fire: The role of embeddedness in the emergence and efficacy of disaster response communication networks. Journal of Public Administration Research and Theory, (3), 929-952.
Olsen, J. P. (2006). Maybe it is time to rediscover bureaucracy. Journal of Public Administration Research and Theory, (1), 1-24.
Park, S., Choi, G. J. y Ko, H. (2020). Information technology—based tracing strategy in response to covid-19 in south korea—privacy controversies. Jama.
Perrow, C. (1984). Normal Accidents: Living with High- Risk Technologies. Basic Books.
Petriglieri, G., Ashford, S. J. y Wrzesniewski, A. (2019). Agony and ecstasy in the gig economy: Cultivating holding environments for precarious and personalized work identities. Administrative Science Quarterly, (1), 124-170.
Pollitt, C. (2016). Advanced Introduction to Public Management and Administration. Edward Elgar Publishing.
Pollitt, C. y Bouckaert, G. (2017). Public Management Reform: A Comparative Analysis-Into the Age of Austerity. Oxford University Press.
Purón-Cid, G. y Gil-García, J. R. (2013). Analysis of public policies and information technologies: Opportunities and challenges for Latin America and the Caribbean. Revista del clad Reforma y Democracia, 55(55):109-140 https://www.researchgate.net/publication/283233955_Analysis_of_Public_Policies_and_Information_Technologies_Opportunities_and_Challenges_for_Latin_America_and_the_Caribbean
Roux-Dufort, C. (2007). Is crisis management (only) a management of exceptions? Journal of Contingencies and Crisis Management, (2), 105-114.
Samimian-Darash, L., Arnoldi, J., Goldstein, D. M., Keck, F., Mathews, A. S., Redfield, P. y Tellmann, U. (2013). Governing future potential biothreats: Toward an anthropology of uncertainty. Current Anthropology.
Sandoval-Almazán, R. (2015). Open government and transparency: Building a conceptual framework. Convergencia - Revista de Ciencias Sociales (68).
Sartori, G. (1970). Concept misformation in comparative politics. American Political Science Review, (4), 1033-1053.
Shultz, K. S. y Adams, G. A. (2007). Aging and Work in the 21st Century. Psychology Press.
Silverman, H. (2020). Police officers are joining protesters for prayers and hugs in several us cities. CNN.
Starbuck, W. H. (1976). Organizations and their environments. En M. D. Dunette (Ed.), Handbook of Industrial and Organizational Psychology (pp. 1069-1124). Rand McNally Publishers.
The Economist (2020). Is Sweden’s approach to covid-19 wise or reckless? The Economist. Thompson, J. D. (1967). Organizations in Action: Social Science Bases of Administrative Theory. McGraw Hill.
van de Ven, A. H. y Polley, D. (1992). Learning while innovating. Organization Science, (1), 92-116.
Voytko, L. (2020). In some cities, police officers joined protesters marching against brutality. Forbes.
Wang, C., Medaglia, R. y Zheng, L. (2018). Towards a typology of adaptive governance in the digital government context: The role of decision-making and accountability. Government Information Quarterly, (2), 306-322.
Wang, C., Ng, C. Y. y Brook, R. H. (2020). Response to covid-19 in Taiwan: Big data analytics, new technology, and proactive testing. Jama, (14), 1341-1342.
Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster.
Administrative Science Quarterly, 628-652.
Weick, K. E. y Sutcliffe, K. M. (2001). Managing the unexpected (vol. 9). Jossey-Bass.
Worden, R. E. (2015). The causes of police brutality: Theory and evidence on police use of force. En E. R. Maguire y D. E. Duffee (Eds.), Criminal Justice Theory: Explaining the Nature and Behavior of Criminal Justice (cap. 6, pp. 149-204). Routledge.
Worden, R. E. y Brandl, S. G. (1990). Protocol analysis of police decision-making: Toward a theory of police behavior. American Journal of Criminal Justice, (2), 297.
Zhang, F., Welch, E. y Miao, Q. (2018). Public organization adaptation to extreme events: Mediating role of risk perception. Journal of Public Administration Research and Theory, (3), 371-387.
Citado por
