Governança de rede de projetos interorganizacionais em aliança estratégica pública

Abstract

Strategic alliance unites organizations without significant hierarchical differences for mutual benefit. The complexity of this permanent network and its interorganizational projects, which are temporary in nature, implies governance challenges. The literature lacks depth on governance mechanisms in different types of interorganizational relationships to mitigate dysfunctions. Thus, this thesis developed a governance framework applicable to public networks of interorganizational projects of the strategic alliance type, through three complementary studies. The first conducted a systematic review of 105 empirical articles, identifying similarities and differences between governance mechanisms in permanent and temporary networks. Temporary networks require more formal mechanisms, while permanent ones can apply the informality of trust in governance. And it introduced the concept of hybrid mechanisms that inseparably combine formality and informality. The second study reviewed 106 empirical articles to integrate the governance mechanisms of interorganizational project networks identified previously and another 6 new mechanisms into a conceptual model. The 42 governance mechanisms were categorized into: strategic, structural, interactional, procedural, and viability. The integration model operates in continuous feedback flows to modulate the dynamics between the governance mechanisms. The third study leveraged the mechanisms to understand how they were applied in a public alliance that has been operating for 15 years in interorganizational projects of the permanent network, and that participates in temporary networks. The case study evaluated a corpus with triangulation of interviews, meetings, and documents. From this corpus emerged 9 specific alliance mechanisms. The frequency, co- occurrence, and network analysis in ATLAS.ti revealed connections between the mechanisms, based on the relevance evidenced by the citations. These relationships enabled the development of the framework that integrates mechanisms into nine cycles. Thus, this thesis advances knowledge on the governance of interorganizational projects by proposing hybrid mechanisms and a governance framework with the integration of mechanisms in public strategic alliances. This non-patentable technological product can support managers in selecting mechanisms in a governance framework necessary for conducting public alliances toward achieving mutual objectives.