Redes interorganizacionais e as organizações individuais: transposição da cultura coletiva para a perspectiva organizacional

Abstract

Interorganizational networks emerge as a chance of survival and adaptation to the competitive business market. These are the union of several organizations with common goals, which form a more complex organization, with elements such as structure, organizational culture and values. Changing is a need to adapt to the environment, occurring as in the case of an organization that stops acting alone and becomes part of a network structure. Modifications may occur not only outside the organization, but also within it, so it is necessary to research the social context in which these networks and organizations are embedded, in order to formulate propositions about the possible constructions of meaning that these changes may cause. Thus, this study seeks to understand how cultural changes are constructed in the are partner organizations which participate in a structure of interorganizational networks. To understand the real and vivid perspective of the object of study, it is necessary to go in its reality through the study method of multicase, with three networks participantsm using observation and interviews with managers of interorganizational networks and organizations of these networks, with eight interviwees. So, it focus to understand whether individuals perceive that there is change in the culture and values of the organization that is acting in a network, which cultural movements pass from one to another. The results were analyzed using the software NVivo 10. By knowing a little of the history of each network as well as the current reality of each one, it was verified that the founders are largely responsible for passing values they practiced in their organizations as managers to the network, they guide the network in its more propitious moment. In addition, network management is a very broad opportunity to create opportunities to cultural movements across the network and its associates. In the cases studied, it became more apparent that the associated with more time and involvement with the network, especially in its management, found it easier to understand the network as an extension of the organization, just more complex, thus helping to drive the objectives, activities and allowing a greater exchange of cultural changes, both of the organizations having something to pass on to the network as well as the network for these organizations, those being willing to make changes because of the network. The role that the network acquires for the organizations depends on the involvement that the organization allows itself to have with the network level, which is usually a little deeper as time goes inside the network, when the most insecure or suspicious associates then begin to engage more with the network, this involvement is essential so that the associated understands the actual role of the network and also learns to use the network benefits. With this relationship, changes may occur in the management of organizations, from small changes in managerial behavior, especially since in most cases the employees do not have much contact - or any contact - with the network. Some changes are reported mainly in regards to finding new and better ways to accomplish everyday tasks in a small organization, but these are the ones that interfer over time, as they solidify in the culture and values, making possible the connection and cultural exchanges.