University of Ciego de Ávila Máximo Gómez Báez
|
ISSN: 2309-8333
|
RNPS: 2411
|13(2) |2025|
This is an Open Access article under the license CC BY-NC-SA 4.0 (https://creativecommons.org/licenses/by-nc-sa/4.0/)
Estrategia y Gestión Universitaria EGU
Scientific and technological
research article
How to cite:
González Pardo, A., &
Carballo Cruz, E. (2025). The cuban
university in social innovation ecosystems
for governance in local development.
Estrategia y Gestión Universitaria
, 13(2),
e8943.
https://doi.org/10.5281/zenodo.17387260
Received: 23/06/2025
Accepted: 15/09/2025
Published: 03/11/2025
Corresponding author:
adianez.zoe@gmail.com
Conflict of interest:
the authors declare
that they have no conflict of interest,
which may have influenced the results
obtained or the proposed interpretations
.
The cuban university in social
innovation ecosystems for governance
in local development
La universidad cubana en ecosistemas
de innovación social para la gobernanza
en el desarrollo local
A universidade cubana em ecossistemas
de inovação social para a governança no
desenvolvimento local
Abstract
Introduction: this article addresses the importance of the
university as a driving force for governance in local
development, based on its essential role in the knowledge
linkages that characterize social innovation. Objective: to
design a management procedure for the relationship between
the university, Municipal University Centers, government, and
economic actors, which, as part of social innovation
ecosystems and through the systematization of socially
innovative practices, contributes to governance in local
development.
Method: through a theoretical-practical action
research approach, the study analyzes how higher education
institutions can significantly contribute to the socioeconomic
progress of their regions, acting as a central axis in social
innovation ecosystems that articulate knowledge management
with a multilevel and collaborative approach. Results: the
procedure includes the identification of community-level
needs, the identification of territorial resources, the creation
of monitoring and evaluation mechanisms, and facilitates the
systematization of socially innovative practices, contributing
to capacity building with a socioeconomic governance
perspective. Conclusion: the university, as a catalyst within
social innovation ecosystems, has the potential to drive
significant changes for governance in local development,
promoting an effective integration of knowledge and
resources.
Keywords: ecosystems, local development, governance,
social innovation
Resumen
Introducción: el presente artículo aborda la importancia de
universidad como motor para la gobernanza en el desarrollo
local a partir de su papel esencial en los vínculos de
conocimiento que tipifican la innovación social.
Adianez González Pardo
1
Universidad de Ciego de Ávila Máximo
Gómez Báez
https://orcid.org/0009-0005-2090-3527
adianez.zoe@gmail.com
Cuba
Edianny Carballo Cruz
2
Universidad de Jaén
https://orcid.org/0000-0001-9628-1510
carballo@ujaen.es
España
Estrategia y Gestión Universitaria
|
ISSN
: 2309-8333
|
RNPS:
2411
13(2) | July-December |2025|
| Adianez González Pardo | Edianny Carballo Cruz |
Objetivo:
diseñar un procedimiento de gestión de la relación universidad –
Centros Universitarios Municipales – gobierno – actores económicos, que como
parte de ecosistemas de innovación social y mediante la sistematización de
prácticas socialmente innovadoras contribuya a la gobernanza en el desarrollo
local.
Método:
a través de un enfoque teórico-práctico de investigación acción,
se analiza cómo las instituciones de educación superior pueden contribuir
significativamente al progreso socioeconómico de sus regiones, como eje central
en ecosistemas de innovación social que articula la gestión de conocimiento con
enfoque multinivel y colaborativo.
Resultados:
el mismo incluye la identificación
de necesidades a nivel comunitario, la identificación de recursos territoriales, la
creación de mecanismos de seguimiento y evaluación y facilita la sistematización
de las prácticas socialmente innovadoras al tributar a la creación de capacidades
con un enfoque socioeconómico de gobernanza.
Conclusión:
la universidad, como
catalizador en ecosistemas de innovación social tiene el potencial de impulsar
cambios significativos para la gobernanza en el desarrollo local, promoviendo una
integración efectiva de conocimientos y recursos.
Palabras clave:
ecosistemas, desarrollo local, gobernanza, innovación social
Resumo
Introdução: o presente artigo aborda a importância da universidade como motor
para a governança no desenvolvimento local, a partir de seu papel essencial nos
vínculos de conhecimento que caracterizam a inovação social. Objetivo: elaborar
um procedimento de gestão da relação entre universidade, Centros Universitários
Municipais, governo e atores econômicos, que, como parte dos ecossistemas de
inovação social e mediante a sistematização de práticas socialmente inovadoras,
contribua para a governança no desenvolvimento local. Método: por meio de uma
abordagem teórico-prática de pesquisa-ação, analisa-se como as instituições de
ensino superior podem contribuir de forma significativa para o progresso
socioeconômico de suas regiões, atuando como eixo central em ecossistemas de
inovação social que articulam a gestão do conhecimento com uma perspectiva
multinível e colaborativa. Resultados: o procedimento inclui a identificação de
necessidades em nível comunitário, a identificação de recursos territoriais, a
criação de mecanismos de monitoramento e avaliação, além de facilitar a
sistematização das práticas socialmente inovadoras, contribuindo para a criação
de capacidades com enfoque socioeconômico de governança. Conclusão: a
universidade, como catalisadora nos ecossistemas de inovação social, possui o
potencial de impulsionar mudanças significativas para a governança no
desenvolvimento local, promovendo uma integração efetiva de conhecimentos e
recursos.
Palavras-chave:
ecossistemas, desenvolvimento local, governança, inovação
social
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Introduction
In the complexity of interactions that characterize the contemporary world,
the various dimensions of development at the local scale have become a strategic
axis for introducing dynamics of social change (Rashed et al., 2025). From this
epistemic positioning, social innovation emerges as a transformative approach that
addresses territorial issues through the creation of collective capacities,
intersectoral collaboration, and the reconfiguration of power relationships (Moulaert
et al., 2007; Moulaert & Mehmood, 2011; 2020).
Municipalities, situated at the local scale, represent privileged scenarios for
implementing social innovation strategies, given their potential to articulate a
diversity of actors and generate profound change dynamics. This research is based
on the recognition that, in the context of local development, the capacity for social
innovation is not merely an operational tool but also a strategic attribute for
territorial governance.
Governance, understood as the effective articulation of public, private, and
community interests, constitutes a central challenge for territories with high tourist
dynamics. In this framework, the present study proposes social innovation capacities
as a central axis for strengthening governance processes and responding to the
complex demands that arise at the local scale (Giraldo et al., 2020; Galego et al.,
2022; Moulaert, 2025).
Social innovation has expanded contemporary development paradigms,
characterizing the dynamics of transformation in social relationships. The dynamic
circulation of knowledge through social capital networks, with the university as a
focal point, has typified this type of innovation (Pérez & Lutsak, 2017; Ndou &
Schiuna, 2020; Patiño et al., 2022).
The field of innovation has been approached from the perspectives of
Sociology and Economics, overcoming the limitations associated with the relativism
of the former and the determinism of the latter. In the works of classical authors,
economic analysis predominates with a structural functionalism approach
(Hernández et al., 2021; Hernández et al., 2023).
Current institutional networks have been unable to perform effectively in
the face of these contradictions, and universities worldwide are not exempt from
these challenges. These centers of knowledge manifest as key actors for articulating
diverse interests within social systems to enhance governance processes, based on
the social appropriation of innovation.
In the case of Latin America, universities have been immersed in very
challenging contexts. Social movements have questioned and redefined institutions
and the development model of the region (Gatica et al., 2015), showing progress in
the development of certain initiatives that do not involve profound changes in power
dynamics.
This situation has its roots in social issues, as Latin America and the
Caribbean have historically revealed themselves as a region trapped in three
development traps: low growth capacity, high inequality and low social mobility,
and weak institutional capacities coupled with ineffective governance (Comisión
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Económica para América Latina y el Caribe [CEPAL], 2024:5).
The term "ecosystem" has its origins in Biological Sciences, where it has been
defined as the basic unit of nature, considering the physical factors that shape a
habitat (Tansley, 1935). This approach has been applied in this study to analyze
systems of social innovation. This assumes from a dialectical perspective of Economic
Sociology that each component of local socioeconomic systems should be analyzed
as independent categories.
Gatica et al. (2015), aligning with Horowitt and Hwang (2012), have defined
the term "social innovation ecosystems." Considered as social subsystems whose
dynamics are imposed by the felt social needs within the community, this definition
directly relates to the proposals for multiscale or multilevel governance by Parra and
Moulaert (2014).
In the current Cuban context, the recognition of municipal autonomy, as well
as decentralization processes and other changes, has reaffirmed municipalities as
fundamental entities. This is reflected in the updated regulatory framework in the
country aimed at promoting development at the territorial and local scales (Paz &
Núñez, 2021).
While, at an international level, social innovation initiatives have made
significant contributions by recognizing civil society as a new actor (Von Jacobi &
Nichols, 2024), in Cuba, social organization and integration mechanisms reveal
themselves as an inherent capacity of the established socioeconomic system.
However, they require systematic practice to energize existing capacities and create
new ones for designing policies with an innovative social focus.
To achieve this, it is necessary to unravel the role of universities in these
social innovation ecosystems, considering that the relationship among universities,
Municipal University Centers (CUMs), state enterprises, and Micro, Small, and
Medium Enterprises (MSME), as well as local development projects (LDPs), is
fundamental for territorial development in the Cuban context.
On the other hand, the lack of appropriate strategies for strategic alliances
reveals the need for a theoretical, methodological, and practical approach to define
the role of the university in these social innovation ecosystems for generating
socially innovative practices. These elements have been corroborated in other
research conducted in the country (Santa Cruz et al., 2019; Sosa et al., 2020).
The objective is to design a management procedure for the relationship
among universities, Municipal University Centers, government, and economic actors,
which, as part of social innovation ecosystems and through the systematization of
socially innovative practices, contributes to governance in local development.
Methods and materials
This study was framed within the qualitative paradigm, adopting
Participatory Action Research (PAR) as its epistemological premise, considering that
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
social transformation requires the collective construction of knowledge and the
direct involvement of social actors. This methodological approach facilitated the
articulation of dialogue, learning, and joint validation processes through focus
groups, awareness seminars, and community workshops—tools widely recognized in
current governance approaches for development.
The proposal was applied in the municipality of Morón (Ciego de Ávila
province), chosen for its potential as an emerging tourist destination. The Municipal
Development Strategy recognizes in its Strategic Line No. 2 the management of local
tourism based on innovation, aimed at enhancing tourism with new economic actors
and a sustainable focus. Recent experiences in capacity-building (González et al.,
2024) demonstrate that the municipality has institutional and social conditions to
promote ecosystems of social innovation aimed at improving local development
indicators across all dimensions.
The main techniques employed were
• Systematic document review, encompassing 125 documents (primary and
secondary sources).
• Focus group with 19 local actors, utilizing brainstorming and awareness
seminars as participatory tools.
The selection of participants followed a non-probabilistic intentional
sampling, prioritizing profiles with experience in collaborative projects and
knowledge management applied to territorial development processes. The
composition of the focus group is presented in the following table:
Table 1
Composition of the focus group
Actor Category
Number of
Participants
Relevant Role or
Experience
University professors
3
Knowledge transfer and
R&D&I support
Circumscription delegates
5
Community representation
and decision-making
Leaders of Local
Development Projects
(LDP)
3
Social innovation from
productive initiatives
Leaders of MSME
2
New economic actors and
service innovation
Municipal government
representatives
6
Coordination and
institutional articulation
Source: Authors' own elaboration.
In the document analysis, the study prioritized the examination of 18 Latin
American models of social innovation, of which 56% are oriented towards the local
or community context. The study revealed a strong prevalence of empirical
approaches led by non-governmental organizations with social aims, alongside a still
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
limited theorization of the role of universities in these processes.
The diverse composition of the focus group allowed for contrasting and
enriching the different analytical dimensions of the study through the situated
knowledge and practical experience of key actors. The interconnection between
university and territory, innovation applied locally, and participatory governance
were the main dimensions, as shown in Table 2.
Table 2
Articulation of actor profiles with the analytical dimensions of the study
Actor Profile
University-
Territory Link
Innovation
Applied Locally
Participatory
Governance
University
Professors
Knowledge
transfer;
integration of
substantive
functions
Methodological
support and
systematization of
innovative
experiences
Articulation with
public policies
and local capacity
building
Circumscription
Delegates
Identification of
community needs
and expectations
Recording of
everyday practices
with innovative
potential
Social
representation in
local decision-
making
LDP Leaders
Generation of
proposals from
productive
practice with
territorial vision
Implementation of
innovation models
in local economic
development
Coordination with
institutional and
community actors
MSME Leaders
Linkage with
academic centers
for training and
innovation
Innovation in
management and
services with a
local focus
Participation in
public-private
alliances for
development
Local Government
Representatives
Integration of
the university
into local
planning and
management
instruments
Promotion of
innovation policies
from the
institutional realm
Facilitation of
multiscale
governance and
participatory
processes
Source: Authors' own elaboration.
Results and discussion
From a mixed approach of Economic Sociology and the foundations of
complex adaptive systems, this study defines a social innovation ecosystem for
governance in local development. It is expressed through the creation of a socio-
economic scenario/platform that enhances and fosters interaction among actors at
the appropriate level, in either physical or virtual spaces.
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
It is based on the principle of socially oriented economic actions, horizontal
power relationships, community participation, interaction among government,
universities, and society, and the social appropriation of knowledge and innovation
to boost regional competitiveness. It is designed as a model that combines economic
sustainability with social impact objectives (González et al., 2025).
The results presented are a product of collective validation with key actors
in the selected municipality. Through the triangulation of theoretical references
with contributions generated in the focus group, the dimensions that define the role
of the university as a catalyst for territorial development were delineated. Each of
these dimensions was enriched by the perspectives of participants, allowing not only
for the validation of the methodological proposal but also for the identification of
concrete opportunities for institutional strengthening and social transformation.
The proposed procedure is understood as a set of phases, components, and
activities, logically related and grounded in the structural functional systemic
approach (González et al., 2022). It incorporates the Plan-Do-Check-Act (PDCA) cycle
and risk-based thinking (ISO 9001:2015) and facilitates the systematization of socially
innovative practices by describing the sequences of activities and tools to be
utilized.
It has been conceived at the provincial level, from the University of Ciego
de Ávila; however, its validation is conducted in the municipality of Morón. It forms
part of the Quality Manual of the University of Ciego de Ávila, effective since 2024,
and its implementation supports current strengths in the university-business link
within the territory. Its purpose is to systematize socially innovative practices in
ecosystems for governance in local development by defining opportunities and
obstacles for innovation, mapping competencies and skills, and outlining the
capacities to be developed.
Table 3
A Necessary Procedure
Code: FPR_CUM-
FUM DL: 07.02.02
Manual of Procedures
Edition: 2.0
Effective date:
January 2024
Title: Management of the relationship
among University – FUM-CUM –
Government
–
Economic Actors as part of local
socioeconomic development ecosystems.
Responsible: First
Vice-Rector and
Directors of FUM-
CUM
Purpose: To manage the relationship among University – FUM-CUM – Government –
Economic Actors as part of local socioeconomic development ecosystems.
Inputs: - Information, knowledge, and
innovation needs for managing local socioeconomic
development ecosystems.
Responsible:
Desig
nated Professors
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Outputs: Systematization in generating
socially innovative
practices within local
socioeconomic development ecosystems, with
the university and FUM-CUM as key actors.
Responsible: Director, Deputy
Directors of FUM-
CUM, and heads
of involved scientific-
academic
programs, projects, and tasks
Source: Authors' own elaboration.
1- Terms and definitions:
Social innovation capacities: A set of competencies and skills to develop new
or improved products, processes, services, etc., through the efficient and creative
performance of local actors, generating added value and public benefit in
management, with an impact on the quality of life of the population through the
generation of socially innovative practices (González et al., 2024).
In the Cuban context, this incorporates open knowledge exchange (situated
knowledge) (Núñez et al., 2023) and the social appropriation of knowledge and
innovation (Franch, 2017), ensuring that social innovation processes do not rely on
individual leadership or political processes (Hernández et al., 2020).
Adaptive social innovation ecosystems: Comprised of subsystems or complex
units at the micro level that interact with larger units or global processes known as
the suprasystem or suprastructure (regional SI ecosystem). An intermediate level or
mesosystem corresponds to the territorial SI ecosystem. Interaction among
components for social innovation occurs across spatial and temporal scales (González
et al., 2024).
2- Procedures and standards:
Key principles, premises, and functions of these ecosystems for governance
in local development include:
1. Collaboration and co-creation: Foster collaboration among various actors,
such as local governments, NGOs, businesses, academia, and citizens, to generate
innovative solutions addressing local challenges.
2. Citizen participation: In decision-making, identifying needs, and
implementing projects.
3. Focus on equity and inclusion: Innovative solutions arising from the
identified and felt needs of social groups and local communities.
4. Transparency and accountability.
5. Use of data and evidence: Base decisions on solid data and evidence, using
tools to measure the impact of interventions and adjust as necessary.
6. Promotion of social entrepreneurship: Generate a positive impact in the
community.
7. Promotion of innovative public policies: Foster social innovation, local
economic development, and environmental sustainability
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
The structuring and dynamics of ecosystems at different levels may vary
depending on the context.
Steps for institutionalizing the relationship among University (Central
Headquarter) - Municipal University Centers - Territorial and Local Governments -
Economic Actors.
1. Relationship Between University and Municipal University Centers:
The relationship between the University and its Municipal University Centers
is fundamental to ensuring cohesion, coordination, and academic quality across all
academic units. Some ways to strengthen this relationship include:
1.1 Linkage with the local environment: The Central Headquarter and FUM-
CUM can collaborate on outreach projects, applied research, and technology transfer
that respond to specific needs and demands.
Activities to be conducted:
AI.7. Creation and operation of the Territorial Development University
Council (CUDT).
CUDT vision: The Territorial Development University Council aims to assist
the University Management Council in implementing policies to strengthen
government-university-business sector relationships, ensuring municipal and
territorial economic and social development through the use of science and
innovation.
CUDT functions:
• Annually identify the needs of territories to execute actions for territorial
and local development.
• Monitor the progress and effectiveness of policies for strengthening
government-university-business sector relationships that ensure municipal
and territorial economic and social development.
• Annually present a report on the Council's work to the University
Management Council.
• Assist the Provincial Government in developing and controlling the
Territorial Development Strategy and actions contributing to strengthening
government-university-business sector relationships through science and
innovation.
CUDT operation:
• A minimum of three meetings will be held each year (preferably in March,
June, and November), convened by the president.
• The content will be analyzed beforehand by the president, vice president,
and executive secretary.
• Extraordinary meetings may be convened to address prioritized topics.
• The relevance of inviting selected specialists based on the topic will be
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
considered.
Working committees: The Council's Management may create temporary
working committees according to the topic being analyzed, proposing members who
may be specialists in the area of evaluation and need not be Council members.
Committees will report on their work.
1.2. Academic coordination: The Central Headquarter (SC) and Municipal
University Centers (CUM) should work together in planning academic programs
corresponding to local and territorial development needs and potentialities, defining
professional profiles, updating curricula, and evaluating educational quality.
- Activities to be conducted:
AI.1. Diagnosis of specific capacities for managing territorial resources by
local actors.
AI.2. Construction of territorial and local knowledge maps corresponding to
the preparation needs for territorial and local development.
AI.3. Design of capacity-building programs and adjustments to curricula
corresponding to the preparation needs for territorial and local development.
AI.4. Execution and impact evaluation of capacity-building programs and
adjustments to curricula corresponding to the preparation needs for territorial and
local development.
1.3. Knowledge transfer: The central headquarters can share resources,
experiences, and best practices with municipal university centers.
- Activities to be conducted:
AI.5. Development of knowledge transfer plans based on AI.1.
1.4. Training of teaching staff: The central headquarters can provide training
and technical support to the teaching staff of municipal university centers to
improve their pedagogical performance, promote research, and foster educational
innovation.
- Activities to be conducted:
AI.6. Preparation and update of teaching staff at CUM.
In summary, the relationship between the University and its Municipal
University Centers is crucial for ensuring academic quality, social relevance, and a
positive impact on local development. Effective communication, coordination, and
a shared vision are fundamental elements to strengthen this relationship and
enhance collaborative efforts.
2. Relationships Between University and Territorial and Local Governments:
The relationship between universities and territorial and local governments is
essential for promoting regional development, education, research, and innovation.
Some ways these entities can collaborate include:
2.1. Regional development: Universities can collaborate with territorial and
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
local governments in the planning and execution of regional development projects,
contributing their expertise in priority areas.
- Activities to be conducted:
AII.1. Creation and operation of the Territorial Development University
Council (CUDT), as established in AI.7.
2.2. Knowledge transfer: Universities can transfer knowledge and
technologies to territorial and local governments to improve public service delivery,
evidence-based decision-making, and effective policy implementation.
- Activities to be conducted:
AII.2. Development of knowledge transfer plans based on AI.1, corresponding
to territorial needs and potentialities.
2.3. Collaboration in research: Universities can collaborate with territorial
and local governments on research addressing specific regional issues, generating
innovative and sustainable solutions.
- Activities to be conducted:
AII.3. Development of R&D&I projects corresponding to territorial and local
needs and potentialities based on project calls.
2.4. Human resource training: Universities can contribute to the training of
public officials through continuous training programs, thereby strengthening local
government capacities to respond to current challenges.
- Activities to be conducted:
AII.4. Diagnosis of preparation needs and capacity building for human
resources required for territorial and local development.
AII.5. Design of capacity-building programs and adjustments to curricula
corresponding to preparation needs for territorial and local development.
AII.6. Execution and impact evaluation of capacity-building programs and
adjustments to curricula corresponding to preparation needs for territorial and local
development.
2.5. Community engagement: Universities can establish close ties with local
communities through outreach programs, impact tasks, professional practices, and
socio-community responsibility projects, thereby contributing to strengthening
social fabric and empowering the population.
- Activities to be conducted:
AII.7. Establishing close ties with local communities corresponding to
community development needs and potentialities, considering vulnerability levels.
AII.8. Creation and operation of the Territorial Development University
Council (CUDT) based on community development needs, vulnerability levels, and
increasing popular participation and control.
In summary, collaboration between universities and territorial and local
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
governments is fundamental for promoting sustainable development, social
inclusion, and community well-being. Additionally, collaboration between the
university and local development is crucial for fostering innovation and economic
growth in local communities, generating positive long-term impacts.
3. The Relationship Between the University and State Enterprises, MSME
(Micro, Small, and Medium Enterprises), and Local Development Projects
The relationship between the university and state enterprises, MSME, and
local development projects is essential for sustainable development. Some forms of
collaboration include:
3.1. Professional internships: Companies can offer internship opportunities
to university students, allowing them to develop innovative solutions to problems
associated with their professions.
- Activities to be conducted:
AIII.1. Planning and organization of professional internships for university
students, enabling them to apply acquired knowledge to solve profession-related
problems.
AIII.2. Execution of professional internships for university students.
AIII.3. Evaluation and impact assessment of professional internships for
university students.
3.2. Research and development: Companies can collaborate with universities
on research and development projects, mutually benefiting from technological and
scientific advancements arising from this collaboration.
- Activities to be conducted:
AIII.4. Development of R&D&I projects corresponding to territorial and local
needs and potentialities, benefiting mutually from technological and scientific
advancements.
3.3. Continuous education: Companies can offer continuous training
programs for employees in collaboration with universities to keep their skills and
knowledge up to date.
- Activities to be conducted:
AIII.5. Diagnosis of continuous training needs for business development
management.
AIII.6. Building capacities for human resources necessary to impact
organizational capabilities.
AIII.7. Execution, evaluation, and impact assessment of continuous training
programs required for business development
3.4. Technology transfer: Universities can transfer technology and
knowledge to companies.
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
- Activities to be conducted:
AIII.8. Development of technology transfer plans based on AI.1,
corresponding to territorial needs and potentialities.
3.5. Consulting and advisory services: The university can provide specialized
consulting and advisory services to state enterprises, MSME, and private businesses
in areas such as business management, marketing, finance, and technology.
- Activities to be conducted:
AIII.9. Development of specialized consulting and advisory programs for
MSME and private businesses.
In summary, the relationship between the university and enterprises is key
to fostering innovation, entrepreneurship, and economic growth in society.
4.Systematization of University Action for Governance in Local
Development
This involves planning and executing strategies and actions that contribute
to the sustainable development of the local community in which the educational
institution is embedded. Some actions that can be part of this systematization
include:
4.1. Environment diagnosis: Conduct a detailed analysis of the needs,
resources, and potential of the territory where the university is located, identifying
the main challenges and opportunities for its development.
- Activities to be conducted:
AIV.1. Definition of the product and process life cycle to be managed based
on territorial resources and capacities to be developed.
AIV.2. Clarification of why and for what purpose to manage the innovation
of identified products and processes and what capacities should be created and
developed.
4.2. Creation and systematization of capacities for governance in local
development by defining their specifications according to territorial resources.
- Activities to be conducted:
AIV.3. Generation of ideas associated with determining the requirements of
specifications based on territorial resources.
AIV.4. Development of actions or dynamizing activities for the innovation of
products and processes and the creation of capacities.
4.3. Program and project design:
- Activities to be conducted:
AIV.5. Development of programs and projects that respond to the demands
and needs identified in the diagnosis.
4.4. Collaboration among actors:
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
- Activities to be conducted:
AIV.6. Establishment of alliances and collaborations with relevant actors to
enhance the impact of actions undertaken, led by top leaders at each level to create
added value and public value in the identified chains.
4.5. Evaluation and monitoring:
- Activities to be conducted:
AIV.7. Ongoing monitoring of implemented actions, evaluating their impact
on the territory, and adjusting strategies as necessary to improve results. Evaluation
serves as a transversal dimension in innovation management and capacity building,
conducted before, during, and after implementation.
4.6. Dissemination and communication:
- Activities to be conducted:
AIV.8. Transparent and effective communication of actions taken with the
community during the diagnosis and implementation of initiatives. Socialization aims
to enhance the achievement of proposed objectives and goals.
In summary, the systematization of university action for governance in local
development involves a planned and coordinated management of actions aimed at
contributing to sustainable development and the well-being of the local community
in which the educational institution is situated.
5. Evaluation and feedback
The monitoring and evaluation of the procedure are conducted according to
the Higher Education Evaluation and Accreditation System in Cuba (SEAES) (Res.
160/2023 del Ministerio de Educación Superior [MES], 2023). This system defines
indicators for measuring the university's actions in territorial and local development
through CUM - FUM programs (Careers, Master's, Postgraduate Specialties,
Doctorates), as well as for institutions.
This analysis is carried out semi-annually as part of the institutional
objectives balance process. All processes contribute from their goals to the defined
objective for managing university quality.
Implementation
Through the Municipal University Center in Morón, a proposal for indicators
was designed to measure tourism management, developed from the perspective of
a social innovation ecosystem for governance in local development, which has been
included in the Municipal Development Strategy starting in 2025.
Indicators have been refined for the creation of the Territorial Observatory,
with a focus on continuous improvement and innovation, defining mechanisms for
integration among actors (FORMATUR-MINTUR-UNICA) to ensure the use of prior
studies conducted in the territory.
Research results have been extended to enhance the Science, Technology,
and Innovation Management System in provincial organizations, emphasizing the
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
inter-process relationships between University and Enterprise, which are part of the
actor network in the territory (Telecommunications Company of Cuba S.A. [ETECSA],
Genetic Livestock Company Turiguanó, Credit and Commerce Bank [BANDEC]
(Development of Electronic Banking and Green Banking), and Construction Company
for Tourism [ECOT] Cayo Coco).
A report has been prepared outlining the principles and premises of
innovation in tourism products and their systematization from complex adaptive
systems for developing sustainable tourism products. Additionally, the transversal
line of social innovation for projects from the Center for Food Engineering and
Biotechnology (CIBA) is designed to incorporate its capacities into the ecosystem.
Consultations are provided to economic actors and government systems to
strengthen the university-enterprise link as fundamental actors in the ecosystem for
developing organizational capacities and establishing strategic networks.
The establishment of strategic alliances is strengthened among the
university, research centers, government structures, and state economic actors,
although ties are weaker between these and non-state economic actors within the
ecosystem and the community, as illustrated in Figure 1:
Figure 1
Relationships among ecosystem actors
Source: Authors’ own elaboration.
Additionally, efforts are underway to design the Territorial Information
System of the Government in Morón with a governance and intelligence approach
(Operating Manual, Procedure, Organizational Instructions for the Information
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Center).
Figure 2
General outline of the information system
Source: Authors’ own elaboration.
In general, social innovation initiatives in the area have been developed by
organizations with social aims. These characteristics limit their scope in terms of
deep social transformations, corresponding to the nature of initiatives in Europe and
North America.
However, in the last decade, society has emerged as a primary actor in
generating ideas and socially innovative practices at the territorial, local, and
community levels. It is essential to highlight that beneath a discourse seemingly
oriented toward real participation processes, practices aimed at perpetuating
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
vertical power relations can be identified. These elements limit governance in the
context of local socioeconomic development and the necessary interaction between
different scales and structures.
This study's proposal for effective implementation in Cuba must address the
challenge of developing capacities that facilitate the creative performance of actors
in different scenarios, particularly through the lens of social innovation capacities.
The aim is to generate and encourage initiatives that transform reality in an
innovative manner, as defined in González et al. (2024).
Research conducted in Spain by Hernández (2020) as part of the Systematic
Model of Social Innovation Capacities highlights the necessary capacities for an
innovation ecosystem to function. However, it does not delve into the essential
elements for their creation at the territorial and local levels, nor does it clarify how
universities contribute to this process. Consequently, this work reveals new
questions and emphasizes the need for application at other territorial scales, as well
as the pursuit of comparative studies to contribute to the theoretical modeling of
social innovation ecosystems.
Conclusions
The proposal for the social innovation ecosystem brings together key actors,
emphasizing the role of the community in jointly identifying social challenges and
implementing creative and sustainable solutions. Through a detailed procedure,
activities related to training, strategic alliances, and the design of a Territorial
Observatory are carried out to promote social innovation.
Thus far, results indicate a strengthening of innovation competencies,
increased collaboration among various actors, and a positive impact on local
development management. In this context, the primary challenges lie in enhancing
alliances and strategic networks among ecosystem actors to achieve the optimal
level of necessary capacities for effective functioning. Therefore, this work
demonstrates that higher education institutions play a crucial role in the
socioeconomic advancement of their regions.
References
Comisión Económica para América Latina y el Caribe (2024). Perspectivas del
Comercio Internacional de América Latina y el Caribe.
www.cepal.org/es/publicaciones/apps
Franch León, K. (2017). El conocimiento como catalizador de la innovación social:
Una alternativa de desarrollo local en Cuba. COFIN Habana, 11(1).
https://revistas.uh.cu/cofinhab/article/view/1032
Galego, G., Moulaert, F., Brans, M., Santinha, G. (2022). Social innovation &
governance: a scoping review. The European Journal of Social Sciences. 35
(2), 265 – 290. https://doi.org/10.1080/13511610.2021.1879630
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Gatica, S., Soto, W. & Vela, D. (2015). Ecosistemas de innovación social: el caso de
las universidades de América Latina. Santiago de Chile.
https://acortar.link/sEnuTy
Giraldo-Gutiérrez, F. L., Ortiz-Clavijo, L. F., Zapata Cardona, G. A. (2020). Social
Innovation Lab: scenario of social participation, social appropriation and
interdisciplinarity. European Public & Social Innovation Review, 5 (1).
https://epsir.net/index.php/epsir/article/view/127
González Crespo, A., Carballo Cruz, E., & Carballo Ramos, E. (2022). Procedimiento
de innovación de productos turísticos para el proceso de coordinación de
Bodas y Lunas de Miel. Cooperat
i
v
i
smo y Desarro
ll
o, 10(3), 536-561.
https://coodes.upr.edu.cu/index.php/coodes/article/view/498
González Pardo, A.; Carballo Ramos, E. & Carballo Cruz, E. (2024). Creación de
capacidades en un contexto de innovación social para el desarrollo local.
Cooperativismo y Desarrollo, 12(1), e677.
https://coodes.upr.edu.cu/index.php,.l/coodes/article/view/677
González Pardo, A., Carballo Cruz, E. & Carballo Ramos, E. (2024). Innovación social
y desarrollo socioeconómico local: un enfoque de sistemas complejos.
Universidad & ciencia, 13(3), 220-234.
https://revistas.unica.cu/index.php/uciencia/article/view/8702
González Pardo, A., Carballo Ramos, E., & González Cruz, E. (2025). Capacidades de
innovación social y desarrollo local: Una perspectiva sociológica en
ecosistemas de innovación. Universidad y Sociedad, 17(1), e4973.
https://rus.ucf.edu.cu/index.php/rus/article/view/4973
Hernández Ascanio, J. (2020). ¿La innovación social como método de investigación
participativo y sociopráctico? Tendencias Sociales. Revista de Sociología,
0(6), 33-63. https://doi.org/10.5944/ts.6.2020.29157
Hernández-Ascanio, J., Aja, J., Rueda, R. y Medina, M. (2021). Medir la capacidad
de innovación social en organizaciones complejas del tercer sector. EMPIRIA.
Revista de Metodología de Ciencias Sociales, 51, 153-182.
https://dialnet.unirioja.es/servlet/articulo?codigo=7915883
Hernández Ascanio, J., Aja Valle, J., Medina Viruel, M. J., & Rueda López, R. (2023).
Fundamentación teórica de la innovación social: El problema de la
modelización en un campo de estudio sin consolidar. CIRIEC-España, Revista
de economía pública, social y cooperativa, (108), 131.
https://doi.org/10.7203/CIRIEC-E.108.21451
Horowitt, G. & Hwang, V. (2012). The Rainforest: The Secret to Building the Next
Silicon Valley. Regenwald.
ISO 9001: 2015. Que establece los sistemas de gestión de la calidad — Requisitos.
www.iso.org
Moulaert, F., Martinelli F., González S., Swyngedouw, E. (2007). Introduction: social
innovation and governance in european cities urban development between
path dependency and radical innovation. European Urban and Regional
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Studies 14(3), 195–209. https://doi.org/10.1177/0969776407077737
Moulaert, F. & Mehmood, A. (2011). Spaces of social innovation. In: Pike, A.,
Rodríguez Pose, A. and Tomaney, J. eds. Handbook of Local and Regional
Development. London: Routledge, 212-225. https://acortar.link/CHHuX5
Moulaert, F. & Mehmood, A. (2020). Towards a social innovation (SI) based
epistemology in local development analysis: lessons from twenty years of EU
research. European Planning Studies, 28 (3),
http://dx.doi.org/10.1080/09654313.2019.1639401
Moulaert, F. (2025). From Land Ownership to Landed Commons Social Innovation in
the Commoning of Scarce Land Resources. Edward Elgar Publishing.
https://www.e-elgar.com/shop/usd/from-land-ownership-to-landed-
commons-9781035367245.html
Ndou, V. & Schiuma, G. (2020). The role of social innovation for a knowledge – based
local development: insights from the literature review. Pati, 6-25.
https://doi.org/10.1504/IJKBD.2020.106841
Núñez Jover, J., Fernández González, A., & Aguilera García, L. O. (2023). Creación
de capacidades, conocimiento, innovación y desarrollo territorial. A
propósito del municipio que queremos. En L. Pérez Hernández, El municipio
que queremos: Fortalezas y desafíos (pp. 131-146). Editorial Caminos.
https://doi.org/10.1177/0969776407077737
Parra, E. y Moulaert, F. (2014). Estudios territoriales: el lugar donde la teorización
de la innovación social comenzó y continúa floreciendo.
https://www.scielo.cl/pdf
Patiño Valencia, B., Villalba Morales, M. L., Acosta Amaya, M. (2022). Towards the
conceptual understanding of social innovation and inclusive innovation: a
literature review. Innovation and development. 12 (3), 437-458.
https://doi.org/10.1080/2157930X.2020.1859215
Paz Enrique, L. E., & Núñez Jover, J. (2021). Agentes productores y socializadores
del campo de los estudios sobre desarrollo comunitario en Latinoamérica.
ACADEMO Revista de Investigación en Ciencias Sociales y Humanidades, 8(1),
42-54. https://doi.org/10.30545/academo.2021.ene-jun.4
Pérez González, M. del C., & Lutsak Yaroslava, N. V. (2017). La producción científica
sobre la innovación social para el desarrollo local. Una revisión
bibliométrica. Revista Prisma Social, (19), 146-182.
https://revistaprismasocial.es/article/view/1750
Rashed, A. T. A., Abdullahi, A. Y., & Raziq, M. M. (2025). A Bibliometric Analysis on
Social Innovation and Social Entrepreneurship Performance in Emerging
Economies from 1986 to 2023. Journal of Entrepreneurship and Innovation
in Emerging Economies, 0 (0). https://doi.org/10.1177/23939575251369581
Res. 160/2023 del Ministerio de Educación Superior [MES]. (2023). Que establece el
Reglamento del Sistema de Evaluación y Acreditación de la Educación
Superior (SEAES). www.mes.gob.cu
| Adianez González Pardo | Edianny Carballo Cruz |
e8943
Santa Cruz, D., Ojalo, V. y Velasteguí, E. (2019). Desarrollo local:
conceptualizaciones, principales características y dimensiones. Revista
Ciencia Digital, 3 (2), 319 – 335.
https://doi.org/10.33262/cienciadigital.v9i2.353
Sosa, M.; Riquelme, Y. y Valladares, O.R. (2020). Consideraciones sobre el desarrollo
local. Revista Universidad y Sociedad, 12 (4), Universidad de Cienfuegos, 309
– 315. https://rus.ucf.edu.cu/index.php/rus/
Tansley, A., (1935). The Use and Abuse of Vegetational Concepts and Terms.
Ecology, 16(3), 284-330
Von Jacobi, N. & Nichols, A. (2024). Institucionalizing Inequality: fields conditions,
institutional belonging, and the distribution of identities. Journal of
Economic Issues, 58 (2), 605-618.
https://doi.org/10.1080/00213624.2024.2344444
| Adianez González Pardo | Edianny Carballo Cruz |
About the main author
Adianez González Pardo: Master's in Management and Bachelor's in Sociology (UCLV,
2010). Assistant Professor at the Faculty of Economic and Business Sciences of the
Máximo Gómez Báez University of Ciego de Ávila. Her research focuses on Economic
Sociology, management, social mobility, governance, territorial development,
capacity building, social prevention, complex systems, and social innovation.
Declaration of author responsibility
Adianez González Pardo
: 1:
Conceptualization, Data curation, Formal analysis,
Research, Methodology, Resources, Software, Supervision, Validation/Verification,
Visualization, Writing/original draft and Writing, review and editing.
Edianny Carballo Cruz
2: Writing/original draft, and Writing, review and editing.
Financing:
Special Acknowledgments:
