Gobernanza y liderazgos para el cambio social

Bardach, E. (1998), Getting Agencies to Work Together: the Practice and Theory of Managerial Craftsmanship, Washington, Brookings Institution Press.

Bebbington, A. y Farrington, J. (1992), Private Voluntary Initiatives and Governments, NGOs and Agricultural Development, London, Overseas Development Institute.

Boris, Elizabeth (1999), “Nonprofit Organizations in a Democracy: Varied Roles and Responsibilities”, en Nonprofits and Government: Collaboration and Conflict, Elizabeth Boris y Eugene Steuerle (eds.), Washington, The Urban Institute Press, pp. 3-29.

Cunill Grau, Nuria (1997), Repensando lo público a través de la sociedad: nuevas formas de gestión pública y representación social, Venezuela, CLAD, Editorial Nueva Sociedad.

Drath, Wilfred (2001), The Deep Blue Sea: Rethinking the Source of Leadership, San Francisco, Jossey-Bass.

Edwards, Michael (2004), Civil Society, New York, Polity Press.

Evans, Peter (1996), “Government Action, Social Capital and Development: Reviewing the Evidence on Synergy”, en World Development, Vol. 24 N° 6, Washington.

Foldy, E.; Goldman, L.; y Ospina, S. (2004), “Shaping Policy, Making History: the Role of Cognitive Shifts in Social Change Leadership”, paper presented at the 26th Annual Research Conference of the Association for Public Policy Analysis and Management, Atlanta, October 28-30.

Hardy, C. y Phillips, N. (1998), “Strategies of Engagement: Lessons from the Critical Examination of Collaboration and Conflict in an Interorganizational Domain”, en Organization Science, Vol. 9 N° 2, Linthicum, pp. 217-230.

Heifetz, R. (1994), Leadership without Easy Answers, Cambridge, Harvard University Press.

Leadership for a Changing World Program (Estados Unidos) (2005), About the Program: Frequently Asked Questions, Washington, LCW, Advocacy Institute, http://leadershipforchange.org/program/faq

Marwell, Nicole P. (2004), “Privatizing the Welfare State: Nonprofit Community-Based Organizations as Political Actors”, en American Sociological Review, Vol. 69 N° 2, Washington, pp. 265-291.

Mineri, Joan y Leadership for a Changing World Program (Estados Unidos) (2005), From Constituents to Stakeholders: Building Organizational Ownership and Providing Opportunities to Lead: Case Examples and Tools for Nonprofits from the Leadership for a Changing World Program, New York, New York University. Robert F. Wagner Graduate School of Public Service. Research Center for Leadership in Action, mimeo.

New York Immigration Coalition (2004), Who We Are, New York, NYIC, http://www.thenyic.org/content.asp?cid=20, 05-01-2004.

Ospina, Sonia y Dodge, Jennifer (2005), “It’s about Time. Catching Method up to Meaning: the Usefulness of Narrative Inquiry in Public Administration Research”, en Public Administration Review, Vol. 65 N° 2, Washington, pp. 143-157.

Ospina, Sonia y Saz, Angel (2005), “Paradox and Collaboration in Coalition Work”, paper presented at the Academy of Management Research Conference, Hawaii, August 5-10.

Ostrom, Elinor (1996), “Crossing the Great Divide: Coproduction, Synergy and Development”, en World Development, Vol. 24 N° 6, Washington, pp. 1073-1087.

Putnam, R. (1993), Making Democracy Work, Princeton, Princeton University Press.

Salamon, Lester M. (1995), Partners in Public Service: Government-Nonprofit Relations in the Modern Welfare State, Baltimore, Johns Hopkins University Press.

Schall, Ellen; Ospina, Sonia; Godsoe, Bethany; y Dodge, Jennifer (2004), “Appreciative Narratives as Leadership Research: Matching Method to Lens”, en Constructive Discourse and Human Organization: Advances in Appreciative Inquiry, David L. Cooperrider and Michel Avital (eds.), New York, Elsevier Science.