Working for Sustainability Transformation in an Academic Environment: The Case of itdUPM

Mataix, Carlos; Romero, Sara; Mazorra, Javier; Moreno, Jaime; Ramil, Xosé; Stott, Leda; Carrasco, Francisco Javier Cárcel; Lumbreras, Julio; Borrela, Inmacula

doi:10.1007/978-3-319-47877-7_15

Cited by 3 publications

(4 citation statements)

References 5 publications

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“…Sustainability SDSN [ 65 ] SDSN [ 66 ] THE [ 62 ] Environmental sustainability Operational focus Disconnected from formal curriculum Sustainable development Strategic agenda Education for sustainable development within formal curriculum 8. Multi-stakeholder Partnerships Caplan et al [ 69 ] Horan 2019 [ 71 ] Mataix et al [ 68 ] Moreno-Serna et al [ 70 ] Ivory tower Knowledge transfer Operational/tactical partnerships Pursuit of mission Connected university Knowledge exchange Strategic partnerships Multi-stakeholder assembly convened around shared societal purpose …”

Section: Resultsmentioning

confidence: 99%

“…They also bring other valuable but intangible assets such as neutrality, legitimacy, convening authority and connection with the youth. While HE has enjoyed close connections with other societal stakeholders (public sector, companies, and civil society), typically these have been somewhat atomized and bi-lateral [ 68 ]. The shared purpose represented by the COVID-19 crisis is an opportunity to develop deep and trustful multi-stakeholder collaborations [ 69 ], that can help address the societal challenges and contribute to the implementation of the SDGs in the wake of the pandemic.…”

Section: Resultsmentioning

confidence: 99%

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Higher education and the COVID-19 pandemic: navigating disruption using the sustainable development goals

Purcell

Lumbreras

2021

Discov Sustain

Self Cite

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The COVID-19 health crisis has caused profound social and economic disruptions. Affecting everyone, its impact is not equal. Exacerbating deep social fissures and long-standing systemic inequalities, the pandemic reveals the fragilities and inequities in global higher education. Accelerating underlying trends and triggering seismic shifts in the sector, collective efforts over a period of weeks delivered massive change in a sector not known for being fleet-of-foot. As we envisage the ‘next normal’ for higher education, problems with the ‘old normal’ may be fixed and some recent innovations carried forward. Representing a period of punctuated equilibrium, COVID-19 could lead to transformation of the sector towards greater equity and impact across teaching/learning, research/innovation, community service/engagement and the staff/students’ experience. As we ask, “When will HE open again?”, and “When we do, what will it be like?” we may also find ourselves considering “Will some institutions open at all?” Seeking to navigate these volatile, uncertain, complex and ambiguous times—so-called VUCA conditions—we propose that the SDGs are positioned as a lens to re-imagine higher education in mounting an antifragility response. We examine whether a new paradigm is forming that could be more sustainable as budgets, priorities and institutional archetypes are challenged fundamentally in line with delivery against the SDGs.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Higher education and the COVID-19 pandemic: navigating disruption using the sustainable development goals

Purcell

Lumbreras

2021

Discov Sustain

Self Cite

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“…As this study has shown, despite deploying significant resources, organizations nowadays continue to face difficulties in balancing political-management tensions. The phenomenon of means-ends decoupling is critical in unraveling the larger phenomenon of institutional decoupling [27,[81][82][83]. As we have seen, the balance between incentives and deterrents for action is not always an easy task.…”

Section: Mitigating Decoupling and Shared Incentivesmentioning

confidence: 99%

“…This could potentially have an impact on meeting social demands and, in response to specific demands to balance technology-oriented approaches, increase the socio-economic and cultural co-benefits of a forest in the city. Sharing incentives is a crucial element in generating the "social space for innovation" [42,83], something fueled by the previous working trajectory among some of the actors involved (especially the City Council and the University) that facilitated the emergence of new ideas and experiments.…”

Section: Mitigating Decoupling and Shared Incentivesmentioning

confidence: 99%

The Impact of Institutional Innovation on a Public Tender: The Case of Madrid Metropolitan Forest

Muñoz

Urteaga

Chaparro

et al. 2023

Land

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The introduction of forests in cities has been an observable trend in recent years, with planned forest management projects proliferating around the world. The fact that many urban forests in the public space are traditionally managed by top-down bureaucratic procedures and guided by expert knowledge raises questions about whether green areas should follow the same management approach as other urban infrastructures, such as mobility infrastructures, or whether they should explore a collaborative approach designed to engage diverse stakeholders. This article examines the challenges of innovating in urban forests, changing the management rules that may limit participatory and deliberative processes to support decision-making. In particular, we analyzed how introducing a co-creation stage impacted the traditional competitive public tender procedure in the Madrid Metropolitan Forest project, using the Institutional Analysis and Development (IAD) framework. Results showed that the costs and benefits of innovation differ among involved actors, generating unintended deterrent effects for experimentation. To mitigate these decoupling effects, we suggest a strategic design of working rules and updating the shared incentive to move from a competitive and transactional logic to a more collaborative and co-creative form of connection.

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Aboriginal Design Process

Kutay

Brown

Cheng

et al. 2022

Design Praxiology and Phenomenology

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Working for Sustainability Transformation in an Academic Environment: The Case of itdUPM

Cited by 3 publications

References 5 publications

Higher education and the COVID-19 pandemic: navigating disruption using the sustainable development goals

Higher education and the COVID-19 pandemic: navigating disruption using the sustainable development goals

The Impact of Institutional Innovation on a Public Tender: The Case of Madrid Metropolitan Forest

Aboriginal Design Process

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