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In the relationships between foundations and communities, resources of different types are mobilized and those who receive them are seen in an asymmetrical position; this study seeks to identify and interpret the narrative elements that characterize the perceptions about philanthropic practices among communities in Mexico; as well as to characterize the narrative elements that question the hegemonic definitions of philanthropy. Based on three workshops, with the participation of 70 people from 19 Mexican states, we analyzed knowledge and perceptions regarding the definition of community philanthropy, the recognition of differentiated contributions between men and women, and the recognition of the types of resources and how they are mobilized. The people participating in the workshops do not identify with a generalized definition of Community Philanthropy, but rather different philanthropic practices were made visible related to the work carried out in the private and public spheres, the processes of memory recovery and attachment to the territory. It is concluded that the visibility of the resources contributed by the communities, mainly the intangible ones, promotes symmetrical relationships; as well as recognizing that external donations enhance the processes that are already taking place within the communities. [ABSTRACT FROM AUTHOR]

The Ideological Structure of action (ISA) is a concept developed by Russell Dalton, to explain the role of ideology in the causes that encourage collective action. This paper proposes its application to the analysis of the links between sinarquista movement and cultural-regional basis of which he was a political expression, this approach builds on the experience of an actor, come to activist sinarquista in the second constitutive process of the Partido Demócrata Mexicano (PDM) in 1975. [ABSTRACT FROM AUTHOR]

This article aims to propose practical and theoretical mechanisms for the understanding of collective actions, the purpose of which is to accomplish an agroecological transition. The theoretical framework is based on the main theories of collective action and social mobilization in the context of the Western world. The proposal materializes in guidelines that serve as answers to the following questions: what kind of society engages in collective action and what does agroecology mean? What motivations are there that can be used to participate in the agroecological transition and in the collective action that promotes it? What are the strategies for achieving the agroecological transition? And what is the political context and how does it affect collective action and the agroecological transition of the territory? The answers to these questions allow the analysis of the disposition of the actors to exchange traditional productive practices for agro-ecological ones, and also to examine the capacity for change and social transformation which collective action has in a given territory. [ABSTRACT FROM AUTHOR]

Objective. To describe the Strategy Results Cycle (SRC), a model that approaches planning as an ongoing cycle of seven phases that continually responds and adapts to existing evidence. Materials and methods. Reliable sources were used for the preparation of databases and expenditure-costing data for resources needs analysis. The planning process 6-9 months to complete a national strategic plan that was informed by evidence, focused on results and costed. Results. Knowledge transfer facilitated national leadership and stakeholders' participation. Between 2007 and 2011, 13 of 16 countries adopted the Strategy Results Cycle model. The evidence supported the identification of results and the expenditure-costing analysis improved budget allocation efficiency. Conclusion. The SRC facilitated purposeful participation and added value to previous planning approaches by connecting "thinking" and "doing" which resulted in national strategic plans that are designed by stakeholders, relevant to local conditions, and can guide implementation and resource mobilization. [ABSTRACT FROM AUTHOR]

This work is based on analyzing the origin, characteristics and resource mobilization of ethnic employers in Almería. In order to do this, we use the interactive model of ethnic business development devised by Waldinger, Aldrich and Ward (1990). This model combines two important analysis elements: opportunity structures and group characteristics. A series of ethnic strategies that enable the businessman to keep his business open and defend himself against external attack —blocked mobility, government policies, customers, etc.— emerge from the combination of these factors in a highly competitive labour market where very small businesses have a much reduced profit margin. [ABSTRACT FROM AUTHOR]