South–North policy learning faces many obstacles and often leads to missed opportunities or distorted translations. Given the pariah nature of the Chilean dictatorship, international learning... Show moreSouth–North policy learning faces many obstacles and often leads to missed opportunities or distorted translations. Given the pariah nature of the Chilean dictatorship, international learning happened against all odds. Drawing on several sources – media content, parliamentary debates, and some background interviews – the article illustrates how the Chilean pension reform became “repackaged” in two ways. First, it was concealed, meaning proponents avoided referencing Chile. Second, it was imperfectly translated, which led to several distortions, such as avoiding a reflection on the political prerequisites for stable pension reforms. Some general lessons are derived for South–North policy learning. Show less
The aim of this research is to contribute to the academic discussion on the problem universities face regarding their capacity to function as integrated organisations. This study analyses the... Show moreThe aim of this research is to contribute to the academic discussion on the problem universities face regarding their capacity to function as integrated organisations. This study analyses the universities’ capacity to coordinate different internal interests based on common aims. Three Chilean institutions were considered: a state university, a traditional private university and a private university. The evidence demonstrates different scenarios for internal strategic alignment are mainly influenced by the power balance produced between the three institutional governance components: the upper-level managerial body, the central administration and the faculties. This balance is conditioned by three factors: first, the governance arrangements that regulate the power balance between the three internal governance components and their capacity to promote coherence and alignment. The second element is associated with the individual capacities of those who exercise high-up or mid-level managerial positions, whether individuals or collegiate. The results show that personal skills and proficiency can either boost or weaken the role of the authorities and their degree of influence in decision-making. The third factor is linked to the individual interests that motivate the behaviour and preferences of those who form part of the three institutional governance components. Show less
