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Managerialism in Motion: Lessons from Oaxaca

Published online by Cambridge University Press:  29 November 2011

JOHN PAUL JONES III ,
SUSAN M. ROBERTS  and
OLIVER FRÖHLING
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Abstract

Non-governmental organisations operate as nodes in networks of ‘managerialism’ – bundles of often Northern, corporate-inspired knowledge and practices that promote ‘good governance’ under neoliberalism. Managerialism is double-sided: it can guard against corruption and help ensure accountability, but it can also be culturally disjunctive, reinforcing North–South power imbalances while diffusing the political potential of NGOs. In this paper we present a framework for studying managerialism's global circulation and discuss a series of empirical findings from a multi-year study of NGOs in the Mexican state of Oaxaca. We conclude by commenting on managerialism's influence on NGOs during the social upheavals of 2006, highlighting its differential and contingent impact on social and political change in Oaxaca.

Spanish abstract

Organizaciones no gubernamentales operan como núcleos en redes de ‘gerencialismo’ (paquetes de conocimientos y prácticas provenientes con frecuencia del Norte y que se inspiran en empresas capitalistas) para promover ‘buen gobierno’ bajo el neoliberalismo. El gerencialismo es de dos filos: por un lado puede proteger en contra de la corrupción y ayudar en la rendición de cuentas, pero también puede ser culturalmente dislocador, reforzando los desequilibrios Norte–Sur mientras difumina el potencial político de las ONGs. Presentamos un marco para estudiar la circulación global del gerencialismo y discutimos una serie de hallazgos empíricos basados en una investigación de varios años sobre ONGs en el estado mexicano de Oaxaca. Concluimos con comentarios sobre la influencia del gerencialismo sobre las ONGs durante los levantamientos sociales de 2006, subrayando su impacto diferencial y coyuntural sobre el cambio social y político en Oaxaca.

Portuguese abstract

As organizações não-governamentais agem como pontos de ligação em redes ‘gerencialistas’ – conjuntos de conhecimento e práticas frequentemente oriundas do hemisfério norte, inspiradas em corporações que promovem ‘a boa governança’ sob condições neoliberais. O gerencialismo tem duas facetas; pode resguardar contra a corrupção e auxiliar na transparência e responsabilidade, mas pode ser culturalmente desagregador, reforçando desequilíbrios de poder entre os hemisférios norte e sul enquanto dissemina o potencial político das ONGs. Apresentamos um quadro para que a circulação global do gerencialismo possa ser estudada e discutimos uma série de constatações empíricas oriundas de um estudo acerca das ONGs no estado mexicano de Oaxaca realizado ao longo de vários anos. Concluímos comentando sobre a influência do gerencialismo sobre as ONGs durante as revoltas sociais de 2006, sublinhando seu impacto diferencial e contingente sobre as mudanças sociais e políticas em Oaxaca.

Keywords

civil societyNGOsOaxacamanagerialismglobalisationneoliberalismparticipationempowermenttransparencyaccountabilitypoliticssociedad civilONGsOaxacagerencialismoglobalizaciónneoliberalismoparticipaciónempoderamientotransparenciarendición de cuentaspolíticasociedade civilONGsOaxacagerencialismoglobalizaçãoneoliberalismoparticipaçãoempoderamentotransparênciaresponsabilidadepolítica
Type
Research Article
Information
Journal of Latin American Studies , Volume 43 , Issue 4 , November 2011 , pp. 633 - 662
Copyright
Copyright © Cambridge University Press 2011

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References

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67 The composition of this NGO opposition can be gleaned from the signing of the frequent communiqués that usually included denouncements of human rights violations and a call for the resignation of the governor of the state of Oaxaca. And yet, notice the presence of the FCO in the communiqué issued after the violent crackdown on the movement of 25 November 2006; see http://coreco.org.mx/wordpress/?page_id=344.

68 Victor Raúl Martínez Vásquez, ‘Autonomías y perspectivas del movimiento popular en Oaxaca’, in Martínez Vásquez (ed.), La APPO, pp. 329–47.

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