ResumenEl análisis de redes de actores de políticas públicas ha sido aplicado por la literatura en diferentes casos en los que se pone de manifiesto la necesidad de crear, en determinadas situaciones de gestión compleja, relaciones estables entre los actores intervinientes que no siempre son necesariamente de tipo formal. Analizar estas relaciones podría mejorar la propia gestión de las organizaciones públicas responsables de llevar a cabo las políticas públicas para la integración de los MINA. Por ello, el objetivo de este trabajo es plantear la posibilidad de aplicar el análisis de redes de actores con la finalidad de mejorar la integración final de los MINA en la sociedad española, a través del estudio de los actores intervinientes en el caso de la Comunidad Valenciana. Palabras clave: análisis de redes, menores inmigrantes no acompañados (MINA). AbstractSocial Network Analysis (SNA) has been applied by the literature in different cases in which it is highlighted the need to create, in certain situations of complex management, stable relations among the stakeholders when these relations are not formal. Therefore, to analyze these relations could improve the management of those public organizations responsible for carrying out public policies for the integration of the Unaccompanied Foreign Minors (UFM). Thus, the objective of this study is to raise the possibility of applying social network analysis with the aim of improving the final integration of UFM in the Spanish society, through the study of all the stakeholders involved in the case of the Valencia Region.
The survival of the commons is closely associated with the potential to find ways to strengthen contemporary management systems, making them more responsive to a number of complexities, like the dynamics of ecosystems and related, but often fragmented, institutions. A discussion on the desirability of finding ways to establish so-called cross-scale linkages has recently been vitalised in the literature. In the same vein, concepts like adaptive management, co-management and adaptive comanagement have been discussed. In essence, these ways of organizing management incorporate an implicit assumption about the establishment of social networks and is more closely related to network governance and social network theory, than to political administrative hierarchy. However, so far, attempts to incorporate social network analysis (SNA) in this literature have been rather few, and not particularly elaborate. In this paper, a framework for such an approach will be presented. The framework provides an analytical skeleton for the understanding of joint management and the establishment of cross-scale linkages. The relationships between structural network properties-like density, centralization, and heterogeneity-and innovation in adaptive co-management systems are highlighted as important to consider when crafting institutions for natural resource management. The paper makes a theoretical and methodological contribution to the understanding of co-management, and thereby to the survival of the commons.
One important contribution to the policy sciences, and interorganizational research in particular, has been the introduction of the so called policy network approach. Despite the fact that the network approach has produced a multitude of concepts, it still lacks a theoretical scaffold. As a consequence, there is a tendency to regard, for example, policy communities, iron triangles, or implementation structures, and other network constructs as deviations from the real processes of policy making, i.e. those supposedly triggered by formal political decisions. This reflects a failure in realizing the difference between social and political order. One way out of this dilemma is to regard different empirical appearances of network concepts as expressions of collective action. Consequently, these types of collective action must be explained with reference to adequate theory. Referring to something called "network theory" is hardly a fruitful way. But, accepting that units other than formal organizations can be understood as variants of collective action increases our ability to understand the ongoing processes of the creation of social and political order in society. This also advances our ability to deal with an extremely important question: How can contemporary "multi-actor-societies" be governed? Networks, and Text-Book Policy MakingTraditionally the field of policy analysis ramifies in two main directions, analysis of policy making and analysis for the purpose refining the process. Harold Lasswell's view of policy orientation of political science encompasses both branches; knowledge of as well as the improvement of the processes of policy making (Lasswell, 1968). Since the 1950th policy sciences has searched new ways influenced by the line of inquiry that Lasswell initiated and as a subdisciplin policy analysis has grown very fast (Dunn and Kelly, 1992). The past twenty years has been vital period that might be characterized by a reconceptualization of the phenomenon policy making. The debate between top-down and bottom-up is an expression of this (Sabatier, 1986a). A major contribution during the past twenty years has been the introduction of the so called network approach within policy science (Kenis and Scheider, 1991). This approach is developed as an antidote to a more traditional view of the process, the text-book version of policy making (Nakamura, 1987). The question is to what extent this development has advanced the frontier for political research and in what ways. In this article it will be argued that despite the fact that the network approach has produced a multitude of concepts, it still lacks a theoretical scaffold. As a consequence for example policy communities, iron triangles, implementation structures and other innovative constructs risk to be regarded as deviations from the real processes of policy making, i.e. those supposedly triggered by formal political decisions.This situation can partly be explained by an inability to recognize the difference between social and political order. In ...
Abstract:The survival of the commons is closely associated with the potential to find ways to strengthen contemporary management systems, making them more responsive to a number of complexities, like the dynamics of ecosystems and related, but often fragmented, institutions. A discussion on the desirability of finding ways to establish so-called cross-scale linkages has recently been vitalised in the literature. In the same vein, concepts like adaptive management, co-management and adaptive comanagement have been discussed. In essence, these ways of organizing management incorporate an implicit assumption about the establishment of social networks and is more closely related to network governance and social network theory, than to political administrative hierarchy. However, so far, attempts to incorporate social network analysis (SNA) in this literature have been rather few, and not particularly elaborate. In this paper, a framework for such an approach will be presented. The framework provides an analytical skeleton for the understanding of joint management and the establishment of cross-scale linkages. The relationships between structural network properties -like density, centralization, and heterogeneity -and innovation in adaptive co-management systems are highlighted as important to consider when crafting institutions for natural resource management. The paper makes a theoretical and methodological contribution to the understanding of co-management, and thereby to the survival of the commons. Acknowledgements:We gratefully acknowledge the Swedish Environmental Protection Agency and the Adaptive Management Programme for founding part of this work. Thanks also to the anonymous reviewers for valuable comments.
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