| Abstract [eng] |
This thesis examines why Lithuanian organizations fail to become self-governing. The research emerges from an observation that the very advocates of self-governance operate in fragmented ways, thereby reproducing the structures they seek to transform. The theoretical foundation draws on Carole Pateman's participatory democracy theory, which holds that democratic capabilities develop through the everyday experience of participation in the workplace. Empirical research conducted through participatory methodology and systems mapping revealed that at the ecosystem level horizontal fragmentation functions analogously to vertical hierarchy, as both block collective action and reproduce non-participation. This finding illuminates the democracy paradox. If democratic capabilities develop through participatory practice, they cannot be acquired without participation, yet participation proves difficult without pre-existing capabilities. An environment lacking practices of collective action cannot cultivate the capabilities needed to initiate such action. |
