Latin America’s think tanks: The roots of nonprofit privatization |
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Authors: | Daniel C Levy |
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Institution: | (1) ED 315, SUNY-A, 12222 Albany, NY |
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Abstract: | Conventional development models refer to two sectors, public and for-profit private. Massive growth of nonprofit private activity
undermines that picture. Latin American tyink tanks exemplify a nonprofit privatization that has an enormous impact on development
and remolds inter-sectoral relationships overall.
Four major dynamics account for the spectacular growth of the region’s nonprofit think tanks. Three push factors are state
repression, state weakness, and public university problems, and, as epitomized by financial supply, a pull factor is also
crucial to attract nonprofit growth.
To conceptualize its findings, this article considers public failure theory. Unhelpful regarding the pull factor, the theory
otherwise works reasonably well, especially where there is visible movement from the public to the nonprofit sector. Beyond
that, the evidence suggests ways to broaden the theory. Even a broadened formulation cannot fully capture the remarkable diversity
and vitality of the growth in Latin America’s think tanks. But we are able to identify and analyze the key growth factors
that blend together to produce particular institutional and national configurations.
Daniel C. Levy is a professor at SUNY-Albany. After earning his Ph.D. in political science at the University of North Carolina-Chapel
Hill, he was research associate for five years at Yale University. He has published five books and roughly seventy articles
on politics and higher education, especially on Latin America, and on Mexican politics. Levy has done field research in most
Latin American countries and has presented lectures and been published on five continents. |
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