Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación

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 ev...

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Autores:
Rentería, César
Tipo de recurso:
Article of journal
Fecha de publicación:
2021
Institución:
Universidad Externado de Colombia
Repositorio:
Biblioteca Digital Universidad Externado de Colombia
Idioma:
spa
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oai:bdigital.uexternado.edu.co:001/8999
Acceso en línea:
https://bdigital.uexternado.edu.co/handle/001/8999
https://doi.org/10.18601/16578651.n30.13
Palabra clave:
Crisis management;
organizational change;
organizational capabilities;
public administration;
extreme events;
information systems
gestión de crisis;
cambio organizacional;
capacidades organizacionales;
administración pública;
eventos extremos;
sistemas de información
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openAccess
License
César Rentería - 2021
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dc.title.spa.fl_str_mv Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
dc.title.translated.eng.fl_str_mv Public organizations facing changes in their environment: implications of response and adaptation capabilities
title Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
spellingShingle Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
Crisis management;
organizational change;
organizational capabilities;
public administration;
extreme events;
information systems
gestión de crisis;
cambio organizacional;
capacidades organizacionales;
administración pública;
eventos extremos;
sistemas de información
title_short Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
title_full Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
title_fullStr Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
title_full_unstemmed Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
title_sort Organizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptación
dc.creator.fl_str_mv Rentería, César
dc.contributor.author.spa.fl_str_mv Rentería, César
dc.subject.eng.fl_str_mv Crisis management;
organizational change;
organizational capabilities;
public administration;
extreme events;
information systems
topic Crisis management;
organizational change;
organizational capabilities;
public administration;
extreme events;
information systems
gestión de crisis;
cambio organizacional;
capacidades organizacionales;
administración pública;
eventos extremos;
sistemas de información
dc.subject.spa.fl_str_mv gestión de crisis;
cambio organizacional;
capacidades organizacionales;
administración pública;
eventos extremos;
sistemas de información
description 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.
publishDate 2021
dc.date.issued.none.fl_str_mv 2021-01-01
dc.date.accessioned.none.fl_str_mv 2022-01-01 00:00:00
2022-09-09T17:49:00Z
dc.date.available.none.fl_str_mv 2022-01-01 00:00:00
2022-09-09T17:49:00Z
dc.type.spa.fl_str_mv Artículo de revista
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https://revistas.uexternado.edu.co/index.php/opera/article/download/7536/12215
dc.relation.citationedition.spa.fl_str_mv Núm. 30 , Año 2022 : Enero-Junio
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dc.relation.references.spa.fl_str_mv 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, 367 (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.
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spelling Rentería, César007a2d6d-ef4c-498b-a345-4a963b9de9142022-01-01 00:00:002022-09-09T17:49:00Z2022-01-01 00:00:002022-09-09T17:49:00Z2021-01-01Al 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.When exploring the relationship between public organizations and their environment, literature in public administration has favored the notion that the organization’s environment is static and, therefore, effective management is grounded in routines and institutions providing capabilities to respond to events. In this article, we argue that the capabilities to respond could become ineffective when facing changes in the environment. The study of the relationship between public organizations and their environment could be enriched by considering dynamic environments, specially to distinguish response from adaptation as different types of capabilities.application/pdftext/htmltext/xml10.18601/16578651.n30.132346-21591657-8651https://bdigital.uexternado.edu.co/handle/001/8999https://doi.org/10.18601/16578651.n30.13spaFacultad de Finanzas, Gobierno y Relaciones Internacionaleshttps://revistas.uexternado.edu.co/index.php/opera/article/download/7536/12213https://revistas.uexternado.edu.co/index.php/opera/article/download/7536/12214https://revistas.uexternado.edu.co/index.php/opera/article/download/7536/12215Núm. 30 , Año 2022 : Enero-Junio24930231OperaAbolafia, M. Y. (2020). Stewards of the Market. Harvard University Press.Aldrich, H. (2008). Organizations and Environments. Stanford University PressAldrich, 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, 367 (6484), 1287-1288. DOI: 10.1126/science. 367.6484.1287Comfort, 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. 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Journal of Public Administration Research and Theory, (3), 371-387.César Rentería - 2021info:eu-repo/semantics/openAccesshttp://purl.org/coar/access_right/c_abf2Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial-CompartirIgual 4.0.http://creativecommons.org/licenses/by-nc-sa/4.0https://revistas.uexternado.edu.co/index.php/opera/article/view/7536Crisis management;organizational change;organizational capabilities;public administration;extreme events;information systemsgestión de crisis;cambio organizacional;capacidades organizacionales;administración pública;eventos extremos;sistemas de informaciónOrganizaciones públicas frente a cambios en su entorno: implicaciones de las capacidades de respuesta y de adaptaciónPublic organizations facing changes in their environment: implications of response and adaptation capabilitiesArtículo de revistahttp://purl.org/coar/resource_type/c_6501http://purl.org/coar/resource_type/c_6501http://purl.org/coar/resource_type/c_2df8fbb1http://purl.org/coar/version/c_970fb48d4fbd8a85Textinfo:eu-repo/semantics/articleJournal articlehttp://purl.org/redcol/resource_type/ARTREFinfo:eu-repo/semantics/publishedVersionPublicationOREORE.xmltext/xml2643https://bdigital.uexternado.edu.co/bitstreams/9fe6da42-cd3b-4057-abe0-c704b07c5a5a/download2da1f1d20b09c329aca98cdc0ed6b211MD51001/8999oai:bdigital.uexternado.edu.co:001/89992023-08-14 15:10:47.373http://creativecommons.org/licenses/by-nc-sa/4.0César Rentería - 2021https://bdigital.uexternado.edu.coUniversidad Externado de Colombiametabiblioteca@metabiblioteca.org

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