Hierarchy and collaborative networks: a study on the colour of culture

Rosileia das Mercês Milagres; Samuel Araujo Gomes da Silva; Otavio Rezende

doi:10.1590/1806-9649-2020v28e5041

Artigo Original

Hierarchy and collaborative networks: a study on the colour of culture

Rosileia das Mercês Milagres; Samuel Araujo Gomes da Silva; Otavio Rezende

http://dx.doi.org/10.1590/1806-9649-2020v28e5041 Gest. Prod., vol.28, n2, e5041, 2021

PDF

SciELO

Downloads: 1

Abstract

Abstract: Some theorists argue that collaborative networks are self-regulated structures, and their coordination strategy must be essentially horizontal and shaded by a “hierarchy.” In contrast, others assume that structuring of coordination processes and the establishment of roles is considered to be necessary to achieve the desired results that hierarchise relationships between different actors. Based on this apparent counterpoint, this article is dedicated to understanding the coordination structure of The Colour of Culture (A Cor da Cultura - ACDC) network. Specifically, we are guided by these questions: Can ACDC be characterised as a self-regulated network or as a hierarchical arrangement? What are the functions/dysfunctions of the network’s coordination elements on the ACDC network? The operationalisation of the research relied on the use of primary and secondary data: coded, categorised, and classified using the thematic content analysis technique. The results of the case study indicate how the coordination instruments adopted led some to view the ACDC network as a hierarchical arrangement. However, there are indications that it was the adoption of these instruments that facilitated the achievement of these results. That is, the case demonstrates the possibility of coexistence between a network and hierarchical coordination mechanisms.

Keywords

Networks, Coordination, Hierarchy, Power, Status

Referências

Agranoff, R. (2006). Inside collaborative networks: ten lessons for public managers. Public Administration Review, 66(s1), 56-65. http://dx.doi.org/10.1111/j.1540-6210.2006.00666.x.

Agranoff, R., & McGuire, M. (2001). Big questions in public network management research. Journal of Public Administration: Research and Theory, 11(3), 295-326. http://dx.doi.org/10.1093/oxfordjournals.jpart.a003504.

Bardin L. (2009). Análise de conteúdo. Lisbon: Edições 70.

Blanco, I., Lowndes, V., & Pratchett, L. (2011). Policy networks and governance networks: towards greater conceptual clarity. Political Studies Review, 9(3), 297-308. http://dx.doi.org/10.1111/j.1478-9302.2011.00239.x.

Borzel, T., & Panke, D. (2007). Network governance: effective or legitimate? In: E. Sorensen, J. Torfing (Ed.). Theories of democratic network governance. New York: Palgrave Macmillan. http://dx.doi.org/10.1057/9780230625006_9.

Cristofoli, D., & Markovic, J. (2016). How to make public networks really work: A qualitative comparative analysis. Public Administration, 94(1), 89-110. http://dx.doi.org/10.1111/padm.12192.

Cristofoli, D., Markovic, J., & Meneguzzo, M. (2014). Governance, “management” and performance in public networks: how to be successful in shared governance networks. The Journal of Management and Governance, 18(1), 77-93. http://dx.doi.org/10.1007/s10997-012-9237-2.

Denhardt, J. V., & Denhardt, R. B. (2015). The new public service revisited. Public Administration Review, 75(5), 664-672. http://dx.doi.org/10.1111/puar.12347.

Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550. http://dx.doi.org/10.5465/amr.1989.4308385.

Emerson, K., Nabatchi, T., & Balogh, S. (2012). An Integrative Framework for Collaborative Governance. Journal of Public Administration: Research and Theory, 22(1), 1-29. http://dx.doi.org/10.1093/jopart/mur011.

Flick, U. (2004). Uma introdução à pesquisa qualitative. Porto Alegre: Bookman.

Grandori, A. (2001). Neither hierarchy nor identity: knowledge-governance mechanisms and the theory of the firm. The Journal of Management and Governance, 5(3-4), 381-399. http://dx.doi.org/10.1023/A:1014055213456.

Gulati, R. (1995). Does familiarity breed trust? the implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85-112. http://dx.doi.org/10.2307/256729.

Gulati, R., Puranam, P., & Tushman, M. (2012). Meta-organization design: rethinking design in interorganizational and community contexts. Strategic Management Journal, 33(6), 571-586. http://dx.doi.org/10.1002/smj.1975.

Hardy, C., Phillips, N., & Lawrence, T. B. (2003). Resources, Knowledge and Influence: The Organizational Effects of Interorganizational Collaboration. Journal of Management Studies, 40(2), 321-347. http://dx.doi.org/10.1111/1467-6486.00342.

Heranz, J. (2010). Network Performance and Coordination. Public Performance & Management Review, 33(3), 311-341. http://dx.doi.org/10.2753/PMR1530-9576330301.

Hill, C. J.., & Lynn, L. E. (2004). Is hierarchical governance in decline? Evidence from empirical research. Journal of Public Administration: Research and Theory, 15(2), 173-195. http://dx.doi.org/10.1093/jopart/mui011.

Kickert, W. J. M., Klijn, E., & Koppenjan, J. F. M. (1997). Managing complex networks: strategies for the public sector. London: Sage Publications.

Klijn, E.-H., & Skelcher, C. (2007). Democracy and governance networks: compatible or not? Public Administration, 85(3), 587-608. http://dx.doi.org/10.1111/j.1467-9299.2007.00662.x.

Koppenjan, J. (2008). Creating a playing field for assessing the effectiveness of network collaboration by performance measures. Public Management Review, 10(6), 699-714. http://dx.doi.org/10.1080/14719030802423061.

Krippendorff, K. (2004). Content analysis. An introduction to its methodology (2nd ed.). Thousand Oaks, CA: Sage Publications.

Lopes, F. D., & Baldi, M. (2009). Redes como perspectiva de análise e como estrutura de governança: uma análise das diferentes contribuições. Revista de Administração Pública, 43(5), 1007-1035. http://dx.doi.org/10.1590/S0034-76122009000500003.

Magee, J. C., & Galinsky, A. D. (2008). Social hierarchy: the self‐reinforcing nature of power and status. The Academy of Management Annals, 2(1), 351-398. http://dx.doi.org/10.5465/19416520802211628.

Malhotra, D., & Lumineau, F. (2011). Trust and collaboration in the aftermath of conflict: the effects of contract structure. Academy of Management Journal, 54(5), 981-998. http://dx.doi.org/10.5465/amj.2009.0683.

Marques, L., Ribeiro, J., & Scapens, R. (2011). The use of management control mechanisms by public organizations with a network coordination role: a case study in the port industry. Management Accounting Research, 22(4), 269-291. http://dx.doi.org/10.1016/j.mar.2011.09.001.

McGuire, M. (2006). collaborative public management: assessing what we know and how we know It. Public Administration Review, 66(s1), 33-43. http://dx.doi.org/10.1111/j.1540-6210.2006.00664.x.

Nielsen, B. B. (2010). Strategic fit, contractual, and procedural governance in alliances.Journal of Business Research, 63(7), 682-689.

Phillips, N., Lawrence, T. B., & Hardy, C. (2000). Inter-organizational collaboration and the dynamics of institutional fields. Journal of Management Studies, 37(1), 22-43. http://dx.doi.org/10.1111/1467-6486.00171.

Provan, K. G., & Kenis, P. (2005). Modes of network governance and implications for public network management. In Proceedings of the Eighth National Public Management Research Conference. Los Angeles, CA: University of Southern California.

Provan, K. G., & Kenis, P. (2008). Modes of network governance: structure, management, and effectiveness. Journal of Public Administration: Research and Theory, 18(2), 229-252. http://dx.doi.org/10.1093/jopart/mum015.

Provan, K. G., & Milward, H. B. (1995). A preliminary theory of interorganizational network effectiveness: a comparative study of four community mental health systems. Administrative Science Quarterly, 40(1), 1. http://dx.doi.org/10.2307/2393698.

Rhodes, R. (1997). Understanding governance. Buckingham: Open University Press.

Saz-Carranza, A., Salvador Iborra, S., & Albareda, A. (2015). The power dynamics of mandated network administrative organizations. Public Administration Review, 76(3), 449-462. http://dx.doi.org/10.1111/puar.12445.

Schreiner, M., Kale, P., & Corsten, D. (2009). What really is alliance management capability and how does it impact alliance outcomes and success? Strategic Management Journal, 30(13), 1395-1419. http://dx.doi.org/10.1002/smj.790.

Sørensen, E., & Torfing, J. (2005). The democratic anchorage of governance networks. Scandinavian Political Studies, 28(3), 195-218. http://dx.doi.org/10.1111/j.1467-9477.2005.00129.x.

Sørensen, E., & Torfing, J. (2007). Theories of democratic network governance. Basingstoke: Palgrave MacMillan. http://dx.doi.org/10.1057/9780230625006.

Wachhaus, T. A. (2011). Anarchy as a model for network governance. Public Administration Review, 72(1), 33-42. http://dx.doi.org/10.1111/j.1540-6210.2011.02481.x.

Whelan, C. (2011). Network dynamics and network effectiveness: a methodological framework for public sector networks in the field of national security. Australian Journal of Public Administration, 70(3), 275-286. http://dx.doi.org/10.1111/j.1467-8500.2011.00735.x.

Williamson, O. E. (1991). Comparative economic organization: the analysis of discrete structural alternatives. Administrative Science Quarterly, 36(2), 269. http://dx.doi.org/10.2307/2393356.

Yin, R. K. (2003). Case study research: design and methods (3rd ed.). London: Sage.

Hierarchy and collaborative networks: a study on the colour of culture

Rosileia das Mercês Milagres; Samuel Araujo Gomes da Silva; Otavio Rezende

Abstract

Keywords

Referências

Links

Compartilhar

Gest. Prod.