The causes of the decline and extinction of public organizations: A case study of Fundap

Particularities of public authorities and business interaction under institutional changes

In the context of institutional changes caused by the formation of a mobilization economy, issues of interaction between government and business come to the fore. The difficult economic situation places increased demands on the quality of public administration and its ability not only to deal with current shocks, but also to create long-term incentives for development. In this context, the dialogue between the State and the business community is no longer a formal procedure and is becoming a key mechanism for ensuring economic security and finding ways to achieve sustainable growth. The article offers the author's interpretation of the scientific concept of "institutional change". The key factors and sources determining the dynamics of institutional changes are highlighted. Various approaches to how entrepreneurs perceive and evaluate their relations with government authorities are considered. The article describes three main types of business reaction to government policy: reactive, interactive and proactive. To assess the effectiveness of business-government relations in the Russian Federation, the B2G Index was analyzed, which reflects the state of the segment of business interaction with government customers. Among the key features of the interaction between government and business during the period of institutional changes, the article highlights the transformation of the very nature of the dialogue between business and government, the growing importance of the institutional environment, the increasing complexity of the mechanisms of business influence on government, the increasing role of non-state actors, and the aggravation of institutional risks. It is concluded that trust will be crucial for building effective relations between business and government.

Techno-functionalism and the varieties of regional resilience in Latin America: comparing the Pacific Alliance and SICA

The Transformation of Public Services in the Welfare State: A Theoretical Perspective on Public–Civil Society Organization Cooperation

This study theoretically examines the increasing role of civil society organizations (CSOs) in the delivery of public services during the transformation of the welfare state. Historically, public services were managed through centralized and hierarchical structures. However, this structure has been reshaped by economic, demographic, and administrative changes. This transformation has highlighted the need for public services to be delivered not only by the state but also within multi-actor and multi-level governance arrangements. In this context, the study considers cooperation between public institutions and civil society organizations as one of the fundamental structures of this process and evaluates the role of CSOs in the design, implementation, and evaluation of public services. The literature indicates that cooperation between public institutions and CSOs offers important opportunities for efficiency, participation, and accountability in public services, while also generating structural limitations and governance tensions. Within this framework, the study approaches public-CSO cooperation as a multi-layered and dynamic governance field and emphasizes that the success of such arrangements depends on appropriate institutional design and clear accountability mechanisms.

AND THE MARKET OF INCENTIVIZED CULTURAL SPONSORSHIPS: AN ANALYSIS FROM ECONOMIC SOCIOLOGY

Cutting too close to the bone? Fragilizing the democratic resilience of public administration

This paper develops a conceptual perspective on how a series of major crises, from the “war on terror” (2001) to today's wave of budgetary austerity measures, has created a widespread sense of perpetual emergency among political leaders. Through a habituation effect, prolonged exposure to crisis-driven exceptional measures has gradually normalized illiberal and populist practices, even among mainstream liberal-democratic governments. The paper addresses a notable gap in the existing literature. While democratic backsliding and bureaucratic politicization have received considerable scholarly attention, the long-term cumulative impact of stratified crises on the democratic resilience of public administration remains underexplored. By conceptualizing the habituation effect as a central mechanism, this study identifies four governance trends that undermine the neutrality, autonomy, and democratic character of public administration: the (re)politicization and bullying of civil servants, the erosion of autonomous public agencies, the rapid and often poorly regulated deployment of digital technologies and artificial intelligence, and the increasing bypassing of parliamentary oversight. Ultimately, the study argues that public administration should not be “cut too close to the bone” and therefore instrumentalized to achieve short-term efficiency. Instead, it should be empowered to adopt a public-value-oriented approach that safeguards its democratic resilience and serves as a critical institutional veto point against populist and illiberal encroachments. Efforts to reduce the size of public administration must never weaken its internal checks and balances or its ability to resist populist pressures and illiberal political interference. Simplifying rules and procedures should always be paired with a stronger focus on the core mission of modern public administration—delivering real value to citizens and society. When using artificial intelligence in the public sector, actively engage AI specialists and relevant stakeholders to prevent problems such as data biases, discrimination, and unfair outcomes. Greater emphasis should be placed on protecting and empowering independent agencies, as they play a vital role in safeguarding the democratic resilience of public administration.

STRATEGIC RECONFIGURATION OF PUBLIC ORDER INSTITUTION MANAGEMENT IN THE ERA OF INTELLIGENCE-LED POLICING

This article provides a theoretical foundation and integrated analysis of the convergence among quality management, organizational knowledge dynamics, and the imperative of innovation in the public sector, with a specific focus on public order and national security institutions. In an environment characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), traditional reactive administrative models have demonstrated their structural inefficiency. The study proposes a paradigm shift toward Intelligence-Led Policing (ILP), arguing that modern quality management (Quality 4.0) should not be perceived as a bureaucratic barrier but rather as the critical infrastructure that catalyzes knowledge flows and facilitates the absorption of innovation. Methodologically, the research adopts a conceptual-analytical approach based on systemic modeling of intellectual capital through the lens of bibliography and on a comparative-normative analysis of international standards (ISO 9001:2015) in relation to national regulations (OSGG 600/2018). The findings reveal the existence of profound cultural barriers—such as knowledge hoarding and “mimetic quality”—generated by Weberian hierarchical rigidity. The discussion highlights that institutional performance and citizens’ perceptions of public safety depend directly on an organization’s capacity to transform tacit operational knowledge into codified structural capital. Finally, strategic recommendations are advanced regarding digitalization and the redefinition of leadership toward a Knowledge Manager model..