Suchergebnisse

Evaluating gender equity involves the assessment of the equality of opportunities and the equality of outcomes that public policies seek to attain for women and men. It focuses on how and to what extent both genders cooperate to expand access to paid work and control over material resources while sharing care and reproductive responsibilities. Drawing on complexity theory, this article puts forward a theoretical framework to identify cooperative behaviors within the household and the workplace as well as within broader socioeconomic, political and institutional domains.

This article examines how the EU gender mainstreaming approach has addressed work and family reconciliation across Southern Italian regions, to foster a more egalitarian and socially inclusive development. Drawing upon a survey of women of different socioeconomic backgrounds and in-depth interviewing of regional policy-makers, this article assesses what gender equality policies do and don't do for work–family reconciliation within the Italian Mezzogiorno. Findings show that while poor women may be stigmatized as inadequate mothers, middle-class women are pushed to join men in employment and civic sphere at the expense of caring. As both public and private caring supply is underdeveloped and unevenly guaranteed between protected and unprotected workers, women may be constrained to reduce their participation in the labour market. Traditional gendered family roles and power relations within the household may further discourage women to work, form and maintain a family.

European cohesion policies are increasingly relying on grassroots networks tapping into tacit knowledge and participatory decision-making processes. Regional governments delegate their decision making power to local institutions with the assumption that local agents possess both contextual knowledge and political legitimacy to integrate different policy measures in a cooperative fashion. Delegation of decision making power is therefore presumed to minimize the unintended or conflicting outcomes emerging, for instance, when environmental protection and infrastructure building are not designed consistently to local contextual needs nor are these pursued through a cooperative effort of local networks of actors. Different agents, including resource users and government agencies try to work together to resolve shared dilemmas of coordination, as an increasingly common alternative to centralized institutions. Coordination consists of managing interdependencies among multiple individuals or organizations involved in the overall program or project management. Several studies classify different types of coordination mechanisms, including standards, hierarchy, targets or plans, slack resources, vertical information systems, direct contact, liaison roles, task forces, and integrating roles. Other ways of classifying coordination include formal impersonal, formal interpersonal, and informal interpersonal; non-coordination, standards, schedules and plans, mutual adjustment, and teams; task-task, task-resource, and resource-resource coordination; vertical and horizontal coordination; coordination by programming and by feedback; and coordination by standards, plans, and mutual adjustment. Building upon a current field research in four regions of the South of Italy, this paper examines how coordination occurs across local development programs, which are embedded within multilevel governance structures and relations. The paper presents a number of cases of local collaborations in which large numbers of local actors representing a wide range of contending groups have, with the help of mediating institutions, worked out agreements for integrating development programs. In some circumstances, specific coordination mechanisms encouraged consensus building offering all relevant groups the knowledge and skills needed to participate in these negotiations. In other circumstances, though, delegation of decision making power opened the door for opportunistic participation, lacking vision and trust for mutual cooperation.

International organizations are increasingly focusing on organizational learning. The experience accumulated by development agencies throughout the world has become a source of organizational knowledge, which, according to Nonaka, is transferred through processes of socialization and externalization. Based upon three case studies and in-depth interviewing of World Bank managers and evaluators over two years, this article explores the contribution of evaluation to organizational learning. The study analyses the use patterns of evaluation as a source of knowledge within the World Bank. Findings show that participatory designs and processes favour socialization of tacit knowledge through interaction between organizational members. Theory-driven evaluations help externalize tacit into codified or explicit knowledge. Particular evaluation constructs - i.e. 'chilling effect' - provide vocabulary that clarifies discussion and debate for strategic planning. Overall, managers value those evaluation properties associated with (a) first-hand data collection within country case studies, and (b) theory-driven analyses, externalizing tacit insights coming from the field.