The challenge of building effective hybrid organizations in Brazil
Autor(a) principal: | |
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Data de Publicação: | 2013 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Institucional da UFBA |
Texto Completo: | http://repositorio.ufba.br/ri/handle/ri/21880 |
Resumo: | Since 1996, Petróleo Brasileiro S.A. – Petrobras, the biggest oil company in Latin America, has been supporting a programme for the design, customization, and implementation of tri-lateral collaborative arrangements called the Centres and Networks of Excellence (CNE) Programme, in areas which are critical to the company’s competitiveness. This programme is aligned with the Open Innovation proposal, as it is designed to intensify the inflows and outflows of information and technology, from internal and external sources, in the RD&I activities of the participating organizations. This article presents qualitative research based on the case study of the Centre of Excellence (CE) in Engineering, Procurement and Construction (EPC), a hybrid organization which brings together oil companies, EPC companies, universities and technical schools, government entities, professional associations and industry bodies, in an effort to make the Brazilian EPC sector related to the oil and gas industry sustainable and competitive worldwide. The principal objective was to investigate the governance elements and managerial mechanisms that support or hinder collaboration among the parties. The work included the identification of collaborative activities within the organization and aspects of trust. Qualitative data was collected by means of in-depth interviews with staff and executive members of the CE-EPC. The case study highlighted the potential of the method to help set up hybrid collaborative initiatives among parties from different institutional spheres. However, the research identified some barriers to the full accomplishment of CNE. A weak culture of collaboration was the greatest difficulty found in the CE-EPC case. The lack of positive previous cooperation experiences together with a lifelong practice of market relations make it hard to get members to focus attention on a new work logic. Yet, despite the high asymmetry among members and the weak network culture, the results indicate that the CE-EPC has accomplished significant positive results in twenty months of operation and that its internal environment is supportive and favours the improvement and consolidation of the organization. |
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Pires, Ana Maria de BrittoTeixeira, Francisco Lima CruzHastenreiter Filho, Horacio NelsonOliveira, Sérgio Ricardo Góes dePires, Ana Maria de BrittoTeixeira, Francisco Lima CruzHastenreiter Filho, Horacio NelsonOliveira, Sérgio Ricardo Góes de2017-04-11T18:25:50Z2017-04-11T18:25:50Z20131569-18291875-0931http://repositorio.ufba.br/ri/handle/ri/218802013; 13(1): 83-97Since 1996, Petróleo Brasileiro S.A. – Petrobras, the biggest oil company in Latin America, has been supporting a programme for the design, customization, and implementation of tri-lateral collaborative arrangements called the Centres and Networks of Excellence (CNE) Programme, in areas which are critical to the company’s competitiveness. This programme is aligned with the Open Innovation proposal, as it is designed to intensify the inflows and outflows of information and technology, from internal and external sources, in the RD&I activities of the participating organizations. This article presents qualitative research based on the case study of the Centre of Excellence (CE) in Engineering, Procurement and Construction (EPC), a hybrid organization which brings together oil companies, EPC companies, universities and technical schools, government entities, professional associations and industry bodies, in an effort to make the Brazilian EPC sector related to the oil and gas industry sustainable and competitive worldwide. The principal objective was to investigate the governance elements and managerial mechanisms that support or hinder collaboration among the parties. The work included the identification of collaborative activities within the organization and aspects of trust. Qualitative data was collected by means of in-depth interviews with staff and executive members of the CE-EPC. The case study highlighted the potential of the method to help set up hybrid collaborative initiatives among parties from different institutional spheres. However, the research identified some barriers to the full accomplishment of CNE. A weak culture of collaboration was the greatest difficulty found in the CE-EPC case. The lack of positive previous cooperation experiences together with a lifelong practice of market relations make it hard to get members to focus attention on a new work logic. Yet, despite the high asymmetry among members and the weak network culture, the results indicate that the CE-EPC has accomplished significant positive results in twenty months of operation and that its internal environment is supportive and favours the improvement and consolidation of the organization.Submitted by Núcleo de Pós-Graduação Administração (npgadm@ufba.br) on 2017-04-06T19:14:58Z No. of bitstreams: 1 The challenge of building effective hybrid organizations in Brazil.pdf: 288985 bytes, checksum: 812d3815f7519b054ba17e42c08e7454 (MD5)Approved for entry into archive by Maria Angela Dortas (dortas@ufba.br) on 2017-04-11T18:25:50Z (GMT) No. of bitstreams: 1 The challenge of building effective hybrid organizations in Brazil.pdf: 288985 bytes, checksum: 812d3815f7519b054ba17e42c08e7454 (MD5)Made available in DSpace on 2017-04-11T18:25:50Z (GMT). No. of bitstreams: 1 The challenge of building effective hybrid organizations in Brazil.pdf: 288985 bytes, checksum: 812d3815f7519b054ba17e42c08e7454 (MD5) Previous issue date: 2013Journal on Chain and Network Science10.3920/JCNS2013.x223reponame:Repositório Institucional da UFBAinstname:Universidade Federal da Bahia (UFBA)instacron:UFBAHybrid organizationCollaborationTrustGovernanceThe challenge of building effective hybrid organizations in Brazilinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleBrasilinfo:eu-repo/semantics/openAccessengORIGINALThe challenge of building effective hybrid organizations in Brazil.pdfThe challenge of building effective hybrid organizations in Brazil.pdfapplication/pdf288985https://repositorio.ufba.br/bitstream/ri/21880/1/The%20challenge%20of%20building%20effective%20hybrid%20organizations%20in%20Brazil.pdf812d3815f7519b054ba17e42c08e7454MD51LICENSElicense.txtlicense.txttext/plain1383https://repositorio.ufba.br/bitstream/ri/21880/2/license.txt05eca2f01d0b3307819d0369dab18a34MD52TEXTThe challenge of building effective hybrid organizations in Brazil.pdf.txtThe challenge of building effective hybrid organizations in Brazil.pdf.txtExtracted texttext/plain79279https://repositorio.ufba.br/bitstream/ri/21880/3/The%20challenge%20of%20building%20effective%20hybrid%20organizations%20in%20Brazil.pdf.txt47e48de39c53967a43f395fb4b27eb62MD53ri/218802022-07-05 14:05:18.346oai:repositorio.ufba.br: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ório InstitucionalPUBhttp://192.188.11.11:8080/oai/requestopendoar:19322022-07-05T17:05:18Repositório Institucional da UFBA - Universidade Federal da Bahia (UFBA)false |
dc.title.pt_BR.fl_str_mv |
The challenge of building effective hybrid organizations in Brazil |
title |
The challenge of building effective hybrid organizations in Brazil |
spellingShingle |
The challenge of building effective hybrid organizations in Brazil Pires, Ana Maria de Britto Hybrid organization Collaboration Trust Governance |
title_short |
The challenge of building effective hybrid organizations in Brazil |
title_full |
The challenge of building effective hybrid organizations in Brazil |
title_fullStr |
The challenge of building effective hybrid organizations in Brazil |
title_full_unstemmed |
The challenge of building effective hybrid organizations in Brazil |
title_sort |
The challenge of building effective hybrid organizations in Brazil |
author |
Pires, Ana Maria de Britto |
author_facet |
Pires, Ana Maria de Britto Teixeira, Francisco Lima Cruz Hastenreiter Filho, Horacio Nelson Oliveira, Sérgio Ricardo Góes de |
author_role |
author |
author2 |
Teixeira, Francisco Lima Cruz Hastenreiter Filho, Horacio Nelson Oliveira, Sérgio Ricardo Góes de |
author2_role |
author author author |
dc.contributor.author.fl_str_mv |
Pires, Ana Maria de Britto Teixeira, Francisco Lima Cruz Hastenreiter Filho, Horacio Nelson Oliveira, Sérgio Ricardo Góes de Pires, Ana Maria de Britto Teixeira, Francisco Lima Cruz Hastenreiter Filho, Horacio Nelson Oliveira, Sérgio Ricardo Góes de |
dc.subject.por.fl_str_mv |
Hybrid organization Collaboration Trust Governance |
topic |
Hybrid organization Collaboration Trust Governance |
description |
Since 1996, Petróleo Brasileiro S.A. – Petrobras, the biggest oil company in Latin America, has been supporting a programme for the design, customization, and implementation of tri-lateral collaborative arrangements called the Centres and Networks of Excellence (CNE) Programme, in areas which are critical to the company’s competitiveness. This programme is aligned with the Open Innovation proposal, as it is designed to intensify the inflows and outflows of information and technology, from internal and external sources, in the RD&I activities of the participating organizations. This article presents qualitative research based on the case study of the Centre of Excellence (CE) in Engineering, Procurement and Construction (EPC), a hybrid organization which brings together oil companies, EPC companies, universities and technical schools, government entities, professional associations and industry bodies, in an effort to make the Brazilian EPC sector related to the oil and gas industry sustainable and competitive worldwide. The principal objective was to investigate the governance elements and managerial mechanisms that support or hinder collaboration among the parties. The work included the identification of collaborative activities within the organization and aspects of trust. Qualitative data was collected by means of in-depth interviews with staff and executive members of the CE-EPC. The case study highlighted the potential of the method to help set up hybrid collaborative initiatives among parties from different institutional spheres. However, the research identified some barriers to the full accomplishment of CNE. A weak culture of collaboration was the greatest difficulty found in the CE-EPC case. The lack of positive previous cooperation experiences together with a lifelong practice of market relations make it hard to get members to focus attention on a new work logic. Yet, despite the high asymmetry among members and the weak network culture, the results indicate that the CE-EPC has accomplished significant positive results in twenty months of operation and that its internal environment is supportive and favours the improvement and consolidation of the organization. |
publishDate |
2013 |
dc.date.issued.fl_str_mv |
2013 |
dc.date.accessioned.fl_str_mv |
2017-04-11T18:25:50Z |
dc.date.available.fl_str_mv |
2017-04-11T18:25:50Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
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info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
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http://repositorio.ufba.br/ri/handle/ri/21880 |
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1569-1829 1875-0931 |
dc.identifier.number.pt_BR.fl_str_mv |
2013; 13(1): 83-97 |
identifier_str_mv |
1569-1829 1875-0931 2013; 13(1): 83-97 |
url |
http://repositorio.ufba.br/ri/handle/ri/21880 |
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eng |
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eng |
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openAccess |
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Brasil |
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10.3920/JCNS2013.x223 |
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