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A process is recognized as collaborative when it demonstrates the involvement of multiple stakeholders who are mobilized to interact and negotiate horizontally in order to achieve common objectives. Although efforts can be made to make a process collaborative, a governance process is situated in particular histories and geographies, and collectively shared cultures, norms, and behaviors can help or hinder the emergence of inclusive democratic practices. As a result of broader urban reforms that have been occurring in Brazil over the last 20 years, and particularly a shift in the institutional arrangement of planning in Curitiba, the 2014 Curitiba Master Plan was developed within a more democratic framework, with the engagement of several governmental and nongovernmental stakeholders. Despite adopting a more collaborative approach to planning, this plan is as generic as the 2004 Curitiba Master Plan it replaced, which was proposed within a technocratic framework. If the 2004 and 2014 institutional arrangements and processes were so different, why did they achieve similar results? To answer this question, this study investigates which elements influence the endurance of established practices in urban planning processes. The basic assumption is that the final product of a planning process is heavily influenced by existing and long-lasting institutions, which carry internal beliefs and procedures into new planning approaches. The evidence presented in this study shows that path dependence on ideas, behaviors, and actions has been perpetuating planning practices that have been established in Curitiba for decades.

Informal institutions and path dependence in urban planning: The case of Curitiba, Brazil