Henry Mintzberg

Znanstvenici i menadžeri proces strateškog menadžmenta pro ma tra ju, kao
osnovni predmet izučavanja strateškog menadžmenta, na disperzan i pomalo
kontradiktoran način. Različito pristupaju osmišljavanju procesa strateškoga
menadžmenta, stvarajući mnogobrojne kombinacije, sugestije i nudeći recepte
uspjeha strategija u praksi. Osim toga, postoje i različiti pogledi na razvitak
discipline strateškog menadžmenta. Škole strateškog menadžmenta, osobito
klasična škola, pokušaji su sinteze tih ideja i razmišljanja koje se vezuju uz sam
začetak razvijanja discipline strateškoga menadžmenta. U članku se predstavljaju
karakteristike i teorijske ideje predstavnika klasične škole strateškog
menadžmenta, koji su osmislili i oblikovali disciplinu strateškog menadžmenta.
Utjecaj pojedinih postulata klasične škole strateškog menadžmenta testira se
na srednjim i velikim poduzećima Primorsko-goranske županije.

The process of strategic management, as the core research agenda in strategic
management, is looked upon in a contradictory and disperse manner by both scientists and managers. Their approach to this process varies in the choice of crafting numerous combinations, suggestions and offering recipes for successful strategy implementation. Beside that, there are different approaches towards the development of strategic management discipline. Schools of strategic management, especially classical school of strategic management, attempt to synthesize those ideas and thoughts that are common to the initial stage of the strategic management discipline. Theoretical characteristics of classical school
of strategic management are presented by representatives who participated in shaping the strategic management as a new discipline. The infl uence of these characteristics is tested on middle and large firms in the Primorsko-goranska County.

This précis contextualizes Mintzberg's work to expose the cult of leadership and restore management to the front and center, quickly elucidates Mintzberg's (2009) Model of Managing, and makes the supporting point that if managing is indeed a practice then wide vistas open in coaching and training for competency-building.

This document aims to propose a theoretical relation between the psychological mourning and the process stages described by Elisabeth Kübler-Ross for dying patients with the process of strategy formation. According to Henry Mintzberg, the process of strategy formation is composed initially of two types of strategies: intended strategies and realized strategy, and when a strategy is intended and realized, is matched a deliberate strategy; equally there are strategies that were not intended but were realized, these are emergent strategies. According to Montoya there is a cycle between emergent and deliberate strategies. When the deliberate strategy is applied, it may be affected by a limiting element that deconstructs the development of the strategy; in this situation it is proposed the agent enters in a psychological process of mourning over the loss of its plan, due to breaking the link between the agent and the deliberate strategy. This article contributes to understand how the agent passes through the stages of mourning (denial, anger, bargain, depression and acceptance) and how after it realization, the agent ignores the deliberate strategy and enables the arising of the emergent ones to continue viable in the system. For these stages take place will design a pilot test performed with a workshop in the classroom with students of Universidad Nacional de Colombia, Medellin, with an age range between 17 and 23 years old. This exploration concludes mainly that the agent has a link with the deliberate strategy and when a deconstruction happens, the agent enters in the mourning process as a natural response to this rupture between the agent and the deliberate strategy, and it has to go through all the stages of the mourning process up to the acceptance of failure for deliberate strategy. Finally, this acceptance will let the arising of the emergent strategy that allows continue being viable in the system for decision making. 1. INTRODUCTION For several years, the concept of strategy has been discussed and one of the most important inputs has been explained by Henry Mintzberg (1987) regarding the process of strategy formation, where he explains the concept initially from the existence of two types of strategies: the pretended and the realized ones. When a pretended strategy gets to be a realized one, it becomes a deliberated strategy and if the strategy is realized but not pretended, it is called an emergent strategy. Additionally, he defines the strategy as a pattern in a stream of decisions and argues that decisions are a commitment to action. Montoya (2010) takes up the idea outlined by Mintzberg, related to the cycle that may occur between the deliberated and the emergent strategies, allowing an initial answer to the process of strategy formation, where there is an intertemporal connection between the pretended and the realized strategies. Through the cycle between the deliberated and the emergent strategies, the agent learns, because it is subjected to learning-recycling processes, combined with the development of possibilities. This is evident, when a comparison is carried out, between the behaviors of the agent before the beginning of the cycle and after it is finished for decision making; this leads the agent to maintain a condition that allows it to remain viable inside a system (Montoya & Montoya, 2013). When the agent is passing through the planning process of the deliberated strategy, it generates a link with it, which might be broken when the agent begins the execution process and a deconstructive situation appears; that is an event that stops the execution of the plan, which pretends to take the agent to the accomplishment of the goal; this leads to the meditation of the beginning of a psychological mourning process. The mourning explains the behavior of the agent in front of the failure of the deliberated strategy, given that from the definition of Freud (1917), cited by Zaragoza (2007), it is determined that mourning is the answer to the loss of a loving one or some similar representation, such as the homeland, ideals, among others. Kübler-Ross (1993) sets the mourning process

In his book 'The Structuring of Organizations', Mintzberg describes the influence of the environment on the organizational design of a successful organization. This influence includes the grouping of units. This master thesis describes the development of a measuring instrument that maps the environment and grouping of units.

This paper discusses via critical analysis the ideas of Henry Mintzberg, the Canadian theorist and Cleghorn Professor of McGill University, on the topic of strategic management, alongside an in-depth evaluation of his writings and contributions to the study and use of strategy in the domain of business and management.

RESUMO DA OBRA: O livro se trata de uma obra inovadora, reconhecida mundialmente, onde os autores trabalham a escola de pensamento de formulação de estratégias. O livro consiste em uma compilação de diferentes escolas de formulação de estratégia, descrevendo ao todo dez escolas e suas principais contribuições ao processo de formulação de estratégias, cada qual com uma perspectiva única.

Aunque de alguna manera visitada por todo ejecutivo que se precie, la estrategia y su proceso de formación para la gran mayoría sigue siendo territorio desconocido. No obstante, desde cualquier puesto gerencial se la habrá visto evolucionar con la época, adoptando y descartando con igual convicción cada nueva teoría o enfoque metodológico. Asociado a menudo con la forma y no con el fondo, el proceso de formación de la estrategia fue objeto de estudio de la teoría del management desde su nacimiento. Planeamiento estratégico, análisis FODA, proyección de escenarios, el concepto de visión y la teoría del juego son algunos de los conceptos que en las últimas décadas se han sumado eclécticamente en la práctica de la dirección estratégica. Con o sin consultor de soporte, directores y gerentes los han usado con mayor o menor éxito y han contribuido con la experiencia a corroborar, refutar o adaptar las premisas teóricas. En este "cuaderno de viaje", tres especialistas en estrategia, puestos a observar la teoría a la luz de la realidad empresaria, describen sus impresiones del paisaje. Las organizaron en diez "escuelas" agrupadas en tres grandes tipos. Las descriptivas se limitaron a ordenar lo "visible". Las prescriptivas empezaron a ocuparse del contenido y la más ecléctica, y por ello única en el grupo, reconoció que no todo es como debe ser ni lo que debe ser alguna vez llega a ser. En ese camino más de un gerente se sentirá representado. Y los que no se reconozcan contarán con herramientas para armar el rompecabezas del proceso que siguen a la hora de diseñar su estrategia, y detectar las piezas que faltan. Henry Mintzberg es profesor en el Insead, Fontainebleau, y en la Universidad McGill de Montreal, Canadá. Joseph Lampel tiene a su cargo la cátedra de Management estratégico en la Universidad de Saint Andrews, y Bruce Ahlstrand es profesor en la Universidad de Trent, Canadá.

The classical view of a manager's role has been that he/she organizes, coordinates, plans, and controls. In 1973, Mintzberg clarified that on any given day managers are very busy, frequently interrupted, and at pains to control what they do. Revisiting his observations 35 years later, Mintzberg (2009) delineated a Model of Managing that depicts managing on three planes: through information, with people, and for action. Framed by Mintzberg's (2009) Model of Managing, this précis presents findings, analyses, and reactions from observation of a single manager.

This paper explores different perspectives of the manager role and also explores the academic researcher role. It founds that managerial roles are so delicate, precise, and dependent on the administrative functions that allow a manager to achieve his roles. Henri Fayol identified those managerial functions as Planning: Organizing, Leading, Controlling, while the managerial roles guide the manager to achieve the basics to be efficient and to balance the job requirements and attend to their responsibilities. The paper focuses on Henry Mintzberg Managerial Roles as the newer considering that managers perform many roles, but they are the least specialized, that varies horizontally and vertically within the organization regulated by his behavior, but this has to be formalized to "predict and control".

The paper considers that the role of the academic researcher is not always defined or understood though it known that has a function of learning, teaching and add to the knowledge. Yet, it was developed to be a source for development and add value to the society, while faced with competing demands and challenges related to its’ performance, cost and quality of publication.
The paper sheds some comparison on both manager and researcher as  being as planners, catalyzer, teachers, facilitators, designers, synthesizer, observer, reporter and  listener. 
Various researches took place about what so-called "learning organization" for create, acquire and transfer knowledge. Learning organization done through the roles of the manager who has to be skilled with problem-solving skills, trying new approaches, learn from their own experience, learning from experience and best practice of others, and then transfer this knowledge.

It concludes that managers improve learning of the employees by sharing information about the challenges and expectations, support internal social networks, set regular learning goals, involve employees to set their learning goals that all act as direct and indirect development of the performance.

Within the Configuration school the management thinker Henry Mintzberg contributed a strong criticism of a normative conception of strategic planning which is too narrow. The philosopher Henri Bergson embraced the totality of life as a creative evolution which transcends the fullness of a preconceived idea. While Mintzberg attempts to rethink the concept of strategy and Bergson to renew philosophical thought, together they share a vision of a changing and unpredictable world that enables them to discover – above and beyond the systematic data they are able to assemble – another mode of knowledge formed by intuition. Intuition holds a central place in the work of both thinkers,  invigorating Mintzberg’s work on strategy and Bergson’s thought on metaphysics through a grasp of the substantiality of change. In this paper we explore the implications of intuitive continuationism for management.

EXECUTIVE SUMMARY Two models were identified, the Harvard framework and the Guest model. The Harvard framework sees employees as essential resources in an organisation, it recognises the various stakeholders in an organisation such as employees, shareholders, the government and the community as a whole. Due to how important stakeholders are to this model, it is regarded as a neo-pluralist model. It uses the soft approach of HRM. The Guest model was developed on the theory that HRM characteristically varies from traditional personnel management and entrenched in strategic management. Most researchers term this model as a prescriptive model. This model is a combination of both hard and soft HRM. The differences are; the Guest model is concerned with the survival of the employees whilst the welfare of employees is essential to organisations that use the Harvard model of HRM. The Harvard framework recognises the various stakeholders in an organisation whilst the Guest model acknowledges only employees. The similarity between these two models is that, they both have employees at heart, even though the Harvard framework considers other stakeholders. Upon reviewing other models which were not mentioned and those that were mentioned, the Harvard framework is strongly recommended for organisations.

The purpose of this assignment is to learn about strategy, strategic management, the levels of strategy and the considerations that should be made before crafting the perfect strategy. In order to learn about these topics, various perceptions of authors such as Richard Whittington and Henry Mintzberg has been analyzed critically in order to check its synchronization with contemporary strategic issues. This assignment includes comparisons between the ten schools of strategic formulation recommended by Mintzberg which consist of three prescriptive and seven descriptive schools. Four perspectives towards strategy suggested by Richard Whittington is also included in this assignments. Analysis has shown that review of these topics is necessary in order to craft a perfect strategy as diverse ideas might emerge from the employees of an organisation, and one of them could be the one that would completely change the future of the company and take it to a very high level.

Many cooperatives are facing challenges in developing business strategy. This paper shows a facilitative process and models for developing a strategy for a cooperative in Kenya's branding and marketing industry. The branding and marketing industry in Kenya is growing to the extent that it is attracting small and micro enterprises (SMEs). The SMEs environment has explicit and implicitly external and internal factors that determine their success. The industry's market conditions are competitive, even with key success factors for SMEs competencies. In Nairobi, SMEs in the branding and marketing industry have formed the Brand Ambassadors Marketing (BAM) cooperative society; as a business model for competitiveness with big companies. This paper explores the strategy development of BAM cooperative. The Mintzberg design school of strategy is applied is relation to Porter's value chain analysis, and five forces model, SWOT analysis and BSC. The focus areas of the strategy are: learning and growth of members and employees; internal business processes; markets and customers; and finance. Being a business model for selling branding products and services, the cooperative is to adopt a diversification market strategy based on RBV. This strategy paper will help the cooperative members to strategically build a sustainable youth-driven platform of productive SMEs for jobs creation in branding and marketing industry in Kenya. Furthermore, this paper may help strategic management practitioners and scholars have deeper understanding on strategy formulation methodology from the design school of strategy and strategy formulation and implementation tools such as Porter's value cahin analysis and market forces model, SWOT analysis, BSC and RBV. However, design school of

My review of literature on Organizational Ambidexterity had taken me back to Mintzberg's work on Adhocracy as an organizational configuration. While repeated scouring of the body of work by Mintzberg has shown parallels between the two concepts that seem to share orientation towards organizational effectiveness, several questions are left unanswered. In this article I compare the concept of Adhocracy, an organizational configuration proposed by Mintzberg (1979) as appropriate for operating in the environment which was at once dynamic, complex and often disparate; with the concept of Ambidexterity of organizations that has attracted increasing research attention, especially from the lenses of organization design and strategy.

Jedno od najčešćih pitanja koje najviši menadžeri postavljaju jest kako oblikovati dobru i kvalitetnu strategiju kojom će ostvariti uspjeh. Pitanje je učestalo, konzultanti se široko osmjehnu i počinju nuditi paletu usluga, a sveučilišni profesori duboko udahnu i počnu pojašnjavati složenost fenomena. S odgovorom najčešće nije zadovoljan nitko. Za poduzetnike
odgovor je teoretski, pretežak, nerazumljiv i nedorečen ako odgovara znanstvenik, ili je prejednostavan, preskup i neprilagođen postojećoj situaciji ako odgovara konzultant. Odgovor zasigurno nije jednostavan ni jednoznačan; to nije recept koji će vas učiniti konkurentnijim, već samo primjer odnosno model uz kojeg treba pronaći svoju žlicu „strateške
Vegete“ koja će začiniti vaš način u oblikovanju strategije i učiniti je konkurentnijom od drugih.

The adoption of social and environmental objectives in public procurement was aimed at addressing socioeconomic justice and environmental protection in economic development. Studies found inefficiencies in the adoption of sustainable objectives by the public sector due to varied objectives adopted in public procurement and the inefficiency of the adoption process. A qualitative approach was undertaken to investigate the public sector's adoption of social and environmental objectives in public procurement that involved hierarchies, people, and the system of administration and governance. This study found that there were two types of structure in the public sector-a regulatory approach and a collaborative approach. These approaches were found to have different effects on the adoption of social and environmental objectives in public procurement. The findings provided contributions to organisational theory and the practise of public procurement policies and regulations.

Cet ouvrage est un constat d’apprentissage pour un travail dirigé effectué à titre de consultante interne au sein du Forum social mondial 2016 de Montréal. L’objectif du mandat était d’offrir du soutien à la performance de l’organisation, notamment dans le processus décisionnel, le style de gestion et la productivité des tâches. Le mandat a débuté le treize janvier 2016 et s’est terminé le deux septembre. D’une durée de huit mois à temps partiel, la consultante travaillait pour le Forum social mondial de Montréal. Quatre livrables ont été définis dans l’offre de service, soit le diagnostic de la performance organisationnelle, les recommandations pour les solutions, la mise en œuvre des solutions prioritaires et la rédaction d’un rapport d’intervention. L’approche de Lescarbeau (Lescarbeau, Payette et St-Arnaud, 1985), très collaborative est utilisé par la consultante dans son intervention et la théorie de Mintzberg (1978, 1989), sur l’organisation innovante, sert de support à la compréhension structurale et organisationnelle.
Le prochain Forum social mondial n’a pas encore été prévu, mais le Conseil International porte déjà un regard attentif sur celui de 2016, le premier dans un pays du nord.
Le lecteur doit comprendre que la structure de cet ouvrage ne respecte pas le cadre habituel requis pour ce type d’ouvrage, mais a été plutôt adapté au contexte, avec la précieuse collaboration de la directrice de stage, madame Gallant. Ainsi, il sera présenté en considérant la structure des quatre livrables. Chaque section dévoile la partie théorique, la pratique de la consultante dans la réalité, les constats qu’elle tire de ces différences et la conclusion qu’elle en fait pour son devenir de consultante.

Thirty years ago, Henry Mintzberg published his book The Nature of Managerial Work (1973). By observing how managers perform their everyday tasks and by categorizing what they do, this celebrated book contributed to advancing our understanding of how organizations work, how strategies develop and how they are applied by organizations. In this interview, conducted after a symposium at the 2003 Academy of Management meetings in Seattle, I asked Henry Mintzberg to revisit his work, to reflect on its success and to discuss his current views on management.

Resumen de administración empresarial 2 basado en bibliografía de:
- Certo, Samuel.
Administración moderna : diversidad, calidad, ética y el entorno global.
- Dresdner, Eduardo. Técnicas cuantitativas : el management científico aplicado a las decisiones en la economía de empresas.
- Jones, Gareth. Administración contemporánea.
- Mintzberg, Henry. Diseño de organizaciones eficientes.
- Robbins, Stephen. Administración.
- Tarí Guilló, Juan José. ¿Puede la gestión del conocimiento influir en los resultados empresariales?

+ apuntes en la cursada dentro de la Universidad Argentina de la empresa (UADE)

The goal of this thesis is to determine the effect the configuration of a growing organization
has on its innovation capacity. This was done by means of a case study on Dutch
pharmaceutical company Organon, in which Mintzberg’s five organizational configurations
were leading. Empirical results show that bureaucratic elements have a negative effect and
more organic elements have a positive effect on the innovation capacity. Contrary to the
theory of Mintzberg, evidence has been found that elements of a professional bureaucracy do
not impede innovation. Moreover, the results stress the importance of adapting the
organization’s key elements to the environment when designing or reorganizing the
organization, supporting contingency theorists.

This paper presents the current pedagogical format of a leadership course, baptized “Embodied Leadership with Tango” (ELT). It establishes that ELT makes pedagogical sense, and invites conference members to co-create an improved version. It is an auto-ethnography, as it describes my own experiences with and reflections on didactically developing ELT. Just like windows of a house offer different perspectives on its interior, so academic theories offer particular perspectives on a subject. When looking at ELT through the windows of the three dominant learning theories: behaviourism, cognitivism and constructivism, we see a robust pedagogical format, which will naturally, continuously be co-created and improved. Even when my own pedagogical background also includes other windows, I limit myself to these three schools in this paper.

The present thesis concerns one of the main challenges in arts management: the tension between arts and its business. The research question the study addresses is: How is the presumed conflict/contradiction between art and (its) business managed in practice? This question is explored by means of a literature review and ten qualitative interviews with art professionals. Finally, the main findings amass constitute a proposal for an arts managerial model. The conclusion is that arts managers should function as if on a bridge. They should link between the different comfort zones of the arts, its business and the public. To manage the tension between arts and its business successfully, arts managers should most highly value the organizational mission of bringing art to the public.

Öz Mintzberg tarafından geliştirilen ve stratejik yönetim yazınında kabul gören on strateji okulu 1960"lardan günümüze kadar strateji alanındaki çalışmalara çeşitli şekillerde katkı sağlamışlardır. Stratejik yönetim alanına farklı bakış açılarıyla ve ortaya attıkları kavramlarla katkı sağlayan bu okullar öngörücü okullar (prescriptiveschools ve tanımlayıcı okullar (descriptiveschools) olarak iki ana başlık altında incelenmektedir. Çalışmaya konu olan öğrenme okulu tanımlayıcı okullar arasında yer almakta olup okulun felsefesini açıklayan cümle ise; "İlkinde başarılı olamadıysan,denemekten vazgeçme" (If at firstyoudon'tsucceed, try, tryagain) dir (Mintzberg, Ahlstrand ve Lampel,1998, s.355).Öğrenme Okulu"nun ilk temsilcisi ekonomist Charles Lindblom"dur. Daha sonraları James BrianQuinn, K.E. Weick ve Henry Mintzberg"in çalışmaları okulun gelişmesine katkı sağlamışlardır. Çalışmanın amacı, teorisyenlerin, teori ortaya koyma ya da geliştirme çalışmalarında bilinçli/bilinçsiz kendi hayatlarından, yaşadıkları olaylardan etkilenip etkilenmediklerini ortaya koymaktır. Okulun ortaya çıkmasını sağlayan ya da katkıda bulunan yazarlardan Lindblom ve Mintzberg"in biyografilerinden hareketle yaşamları ve okula sağladıkları katkıları irdelenecek olup, bu iki yazarın hayatları ile katkıda bulundukları kavramlar arasındaki benzerlikler olup olmadığı araştırılmıştır. Abstract Ten strategy schools developed by Mintzberg and accepted in strategic management literature have variously contributed to the studies in the field of strategy since 1960s. These schools which contribute to the field of strategic management with the help of different points of view and the concepts they put forward are analyzed under two categories as prescriptive schools and descriptive schools. Learning school which is handled by this study is among descriptive schools; and the sentence which explains the philosophy of the school is "If at first you don't succeed, try, try again. (Mintzberg, Ahlstrand and Lampel, 1998, p.355). First representative of the learning school is Charles Lindblom, an economist. Then, James Brian Quinn, K.E. Weick and Henry Mintzberg have contributed to the development of this school with the help of their studies. This study aims at asserting whether or not theorists are consciously/unconsciously affected by their own lives and experiences in their studies of suggesting or developing theories. With reference to the biographies of * Araş.Gör.,Gaziosmanpaşa Üniversitesi,

Las estrategias rigurosamente planeadas y ajustadas al paradigma racionalista clásico centrado en cifras y modelos gerenciales eficientistas están dejando de tener los resultados esperados. El ejercicio del poder por parte de los Estados requiere nuevas formas de pensamiento estratégico que contemplen la inclusión de distintos sectores de la sociedad, liderados por sus instituciones democráticas, frente a complejas amenazas que se entrelazan en redes de alcance transnacional.  /  The rigorously planned strategies conforming to a classical rationalist paradigm based on efficiency management figures and models tend not to match the expected results. The exercise of power by states requires new forms of strategic thinking that contemplate the inclusion of different sectors of society, led by their democratic institutions, against complex threats that are intertwined in networks of transnational reach.

The process of strategic management, as the core research agenda in strategic management, is looked upon in a contradictory and disperse manner by both scientists and managers. Their approach to this process varies in the choice of crafting numerous combinations, suggestions and offering recipes for successful strategy implementation. Beside that, there are different approaches towards the development of strategic management discipline. Schools of strategic management, especially classical school of strategic management, attempt to synthesize those ideas and thoughts that are common to the initial stage of the strategic management discipline. Theoretical characteristics of classical school of strategic management are presented by representatives who participated in shaping the strategic management as a new discipline. The influence of these characteristics is tested on middle and large firms in the Primorsko-goranska County.

A coerência e a efetividade de iniciativas na área ambiental são centrais a projetos de gestão ambiental. Dentre esses projetos, alguns têm sido desenvolvidos por meio de parcerias entre governos e organização sem fins lucrativos. Neste contexto, esta pesquisa teve por objetivo analisar características de organizações sem fins lucrativos parceiras do Estado de São Paulo - no contexto do Projeto de Recuperação de Matas Ciliares - e suas relações com o desempenho de 15 desses projetos. A parceria entre Estado e ONGs se mostrou parcialmente colaborativa no cenário dos projetos estudados, em que o governo planejava e controlava as atividades de forma centralizada, restando às ONGs o papel de executoras, de implementadoras de projetos, com a função de intermediárias entre Estado e comunidades rurais. Projetos de alto desempenho foram destacados segundo índice composto por indicadores de produtividade, de processo, e de qualidade. As ONGs executoras nem sempre declaravam missão, e eram majoritariamente associadas à produção agropecuária ou à questões socioambientais difusas. As 15 ONGs foram classificadas em quatro grupos, conforme suas estruturas organizacionais, são elas: as ONGs adhocráticas; as de estrutura simples; as de estrutura burocrática; e a ONG divisionalizada. Dentre os resultados, verificou-se que ONGs executoras de projetos de alta performance declaravam sua razão de existência (sua missão), pouco planejavam suas ações, e tinham um comportamento formalizado. Lembrando que os projetos foram deliberados e amplamente controlados pelo Estado, dois tipos de ONGs foram associados com projetos de alta performance, quais sejam: ONGs socioambientais com estrutura orgânica, ou não-burocrática, e também associação de produtores rurais que estejivessem sob amplo controle externo, com processos de trabalho padronizados. Enfim, a pesquisa traz duas conclusões principais. Primeiro, que o planejamento estratégico para o terceiro setor, especialmente o design de missão institucional, mostra-se essencial para o sucesso de projetos de gestão pública compartilhada. Segundo, a pesquisa sugere que a governança de projetos de gestão ambiental pública pode favorecer parcerias com determinados tipos de ONGs, ao passo que pode eventualmente constranger a participação, ou a efetividade de outras ONGs. Nos casos analisados, uma estrutura de governança centralizada no Estado, com pouca participação da sociedade civil no planejamento de projetos, parece ter facilitado o trabalho de ONGs que seguiam as instruções do governo.