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Corporations, business groups and other business organizations are increasingly concerned about social challenges that directly impact the future of capitalism. Colombia s Fundación Social (FS) a century-old Latin American business group has from its start operated under two different but closely intertwined rationales: as a market, profit-seeking player; and as a civil society organization practicing solidarity. Social aims are at the core of FS mission, and business firms are instrumental. Remarkably, despite decades of growth as a ranking business group, FS underlying objective remained grounded in concern for the poor: To fight the structural causes of poverty.
The Future of the Past is a biennial conference generally carried out during the commemoration date of the incorporation of Santa Ana de Los Ríos de Cuenca Ecuador as a World Heritage Site (WHS). It initiated in 2014, organized by the City Preservation Management research project (CPM) of the University of Cuenca, to create a space for dialoguing among interested actors in the cultural heritage field. Since then, this space has served to exchange initiatives and to promote coordinated actions based on shared responsibility, in the local context. The third edition of this conference took place in the context of the 20th anniversary of being listed as WHS and a decade of CPM as the Southern host of the PRECOM3OS UNESCO Chair (Preventive Conservation, Maintenance and Monitoring of Monuments and Sites). For the very first time, and thanks to the collaboration with the Raymond Lemaire International Centre for Conservation of the University of Leuven (Belgium), the conference expanded its local scope. On this occasion, contributions reflected round a worldwide challenge in the cultural field: revealing the paths towards participatory governance of cultural heritage. Participatory governance is understood as institutional decision-making structures supported by shared responsibilities and rights among diverse actors.
Obstinate Star is a history of Puerto Rico’s independence struggle against Spanish and U.S. colonialism. From the time of the Napoleonic Wars, it traces the movement’s currents, within and beyond the island, linking them to ongoing social conflicts and international trends and conjunctures. Beginning with the radical democratic fight against Spanish control, it moves on to the early reactions to U.S. rule, the role of Nationalism, Communism and New Deal currents during the Great Depression and the Second World War, the rise of new forces in the wake of the Cuban revolution and recent struggles in the epoch of capitalist globalisation.
Este libro aborda un tema de rabiosa actualidad: la cooperación entre empresas, que se manifiesta en alianzas operativas o estratégicas, en fusiones o absorciones y en otras formas de integración empresarial. Alianzas estratégicas en la práctica ofrece una visión clara, amena, rigurosa y práctica de lo que son las alianzas estratégicas y de cómo ponerlas en marcha, ante tanta ingenuidad y falta de profesionalidad con la que muchos empresarios y directivos se plantean estos procesos. Por ello, dedica los dos primeros capítulos del libro a sensibilizarnos de que las alianzas son una respuesta que las empresas pueden dar a las demandas del nuevo escenario en el que se desenvuelven, sobre todo ante procesos de internacionalización y de innovación, que son la base de su estrategia de crecimiento o de consolidación. Ahora bien, la principal aportación de la obra reside en que muestra, a partir de cuatro casos prácticos, cómo gestionar la puesta en práctica de una alianza. Para ello, el autor utiliza su experiencia en múltiples casos de éxito en los que participó activamente desde el principio hasta el final. En el último capítulo del libro, nos ofrece reflexiones y consejos finales sobre las claves del éxito de un proceso de alianza, deteniéndose en la importancia de la planificación y sistematización del proceso; el protocolo de integración como pieza clave del mismo; el cuidado de la parte emocional a lo largo del proceso y como preparación para el cambio que se avecina. Y acaba con un decálogo de recomendaciones finales. Índice Demandas del entorno actual.- Las alianzas son una respuesta a las demandas del nuevo escenario.- La puesta en marcha de una alianza operativa: Caso IK4.- Fusión y alianza estratégica: Caso Mutualia.- De la creación de una alianza estratégica a la fusión: Caso Tecnalia.- La integración en un gran grupo empresarial: Caso Alinaco.- Claves del éxito de un proceso de alianza.- Bibliografía.
Western ideas, worldviews, actors, tools, models, and frameworks have long dominated development theory and practice in Africa. The resulting development interventions are too rarely locally rooted, locally driven, or resonant with local context. At the same time, theories and practices from developing countries rarely travel to the Western agencies dominating development, undermining the possibility of a beneficial synergy that could be obtained from the best of both worlds. There are many reasons why the experiences of locally driven development are not communicated back to global development actors, including, but not limited to, the marginal role of Southern voices in global forums. This volume gives a platform to authentic African voices and non-African collaborators, to explore what endogenous development means, how it can be implemented, and how an endogenous development approach can shape local, national and global policies. This book was originally published as a special issue of Development in Practice.