Propuesta para la transición de la Nueva Gestión Pública al Nuevo Servicio Público tras el Brexit un intento de reducir el número de guerras desde la integración de la sociedad en los proyectos públicos

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Cristiano De Angelis

Resumen

El Acuerdo de Retirada firmado entre la Unión Europea y el Reino Unido (referéndum de 2016 y avances decisivos en 2018) abrió el camino para la transición del modelo inglés de Administración Pública llamado Nueva Gestión Pública (NPM, del inglés New Public Management) al modelo estadounidense Nuevo Servicio Público (NPS, del inglés New Public Service) con el fin de frenar el crecimiento del comunismo a través de gobiernos autoritarios. Según diversos académicos, la NPM ha generado altos niveles de corrupción (aislamiento del conocimiento en la cúpula de la administración pública, junto con el gobierno). El NPS transforma las estructuras de poder existentes y promueve una distribución más equitativa del conocimiento y la toma de decisiones. En busca de novedad y originalidad, este artículo propone una revisión del modelo NPS a través de prácticas de creación e intercambio de conocimiento (Gestión del Conocimiento [GC]), así como de análisis del conocimiento (Inteligencia Organizacional [IO]) y prácticas de aplicación
(Inteligencia Cultural [IC]). El trabajo concluye que la GC, la IO y la IC son los elementos que faltan para que la NPS sustituya a la NGP, ya que reduce drásticamente la avalancha de información y aporta conocimiento colectivo relevante, especialmente para las políticas públicas que impactan directamente en la relación entre el gobierno, las empresas y la sociedad. Por tanto, reduce los elementos más débiles del capitalismo: la corrupción y la sobrecarga de información sin el conocimiento adecuado, causada por los gigantes “estadounidenses”.

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De Angelis, C. (2025). Propuesta para la transición de la Nueva Gestión Pública al Nuevo Servicio Público tras el Brexit: un intento de reducir el número de guerras desde la integración de la sociedad en los proyectos públicos. Revista Colombiana De Ciencias Administrativas, 7(2). https://doi.org/10.52948/rcca.v7i2.1253
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