Submitted by Nara Lays Domingues Viana Oliveira (naradv) on 2015-08-29T13:25:24Z No. of bitstreams: 1 rosana.pdf: 911660 bytes, checksum: feabbf02f1582eccda3b0a23d976654a (MD5) / Made available in DSpace on 2015-08-29T13:25:24Z (GMT). No. of bitstreams: 1 rosana.pdf: 911660 bytes, checksum: feabbf02f1582eccda3b0a23d976654a (MD5) Previous issue date: 2014-03-17 / Nenhuma / O objetivo principal desta tese é compreender como o capital social organizacional é desenvolvido em um projeto interorganizacional realizado no Terceiro Setor. O Terceiro Setor se desenvolveu a partir da necessidade social, uma vez que o setor público não atende as necessidades da população. Assim, as organizações que compõem este setor surgiram com o propósito de buscar alternativas aos mais diversos problemas sociais. Por apresentar uma lógica distinta, uma vez que são organizações privadas que prestam serviços públicos, este setor apresenta peculiaridades, principalmente no que tange à gestão. A fim de colaborar para a compreensão deste setor, foi investigado um projeto interorganizacional composto por 100 atores oriundos dos três setores, e gerenciado por uma organização não governamental. Esta pesquisa utilizou o capital social organizacional (CSO) como lente teórica e o terceiro setor como contexto. Nesse sentido, este estudo compreende o CSO como um beneficiador, tanto no acesso ao recurso externo como no desenvolvimento de processos internos, sendo considerado um importante componente na formação, contratação e gestão de organizações públicas, privadas e sem fins lucrativos. Para a realização deste estudo de caso único foram adotados como procedimentos metodológicos uma pesquisa de métodos mistos, a qual apresentou 3 etapas: qualitativa exploratória, quantitativa exploratória e qualitativa descritiva. As etapas qualitativas utilizaram a análise de conteúdo como técnica de análise de dados, enquanto a etapa quantitativa realizou a análise de conglomerados, seguidas pelos testes nãoparamétricos de Kruskal-Wallis e Wilcoxon-Mann-Whitney. Esta tese contribui para o avanço no estudo do capital social, por meio da sugestão de uma quarta dimensão para a compreensão do desenvolvimento do capital social organizacional no Terceiro Setor, ou seja, para a compreensão do CSO no contexto do Terceiro Setor devem ser utilizadas quatro dimensões (estrutural, cognitiva, relacional e mobilizadora), sendo a última proposta por este estudo. A par da importância dos recursos e capacidades para as organizações do Terceiro Setor, a dimensão mobilizadora surge como uma forma alternativa de perceber o CSO. Nesse sentido, é vista como capacidade, atuando na mobilização e compartilhamento dos recursos que são capacidades fundamentais para as organizações desse setor. Os resultados sugerem que: (i) o desenvolvimento do CSO está alicerçado nas relações e nos seus níveis de maturidade, assim percebeu-se que o desenvolvimento de CSO em projetos interorganizacionais desenvolvidos no Terceiro Setor perpassa por quatro níveis de maturidade das relações, que são: Laços, Interações, Confiança e Compartilhamento de Recursos; (ii) a compreensão e as práticas desenvolvidas pelas organizações em relação ao compartilhamento de recursos dependem do nível de CSO apresentado pela organização social; (iii) Dimensão Mobilizadora pode ser vista como uma capacidade organizacional das organizações sociais, desenvolvida durante a trajetória organizacional e apresentando-se fortemente vinculada às peculiaridades das organizações que integram este setor; (iv) a compreensão do desenvolvimento do CSO no contexto do Terceiro Setor se dá a partir do framework proposto por este estudo, contendo a inclusão da Dimensão Mobilizadora. / The main objective of this dissertation is to understand how organizational capital is developed in an inter-organizational project undertaken in the Third Sector. Third Sector has developed from social needs, since the public sector does not meet the requests of the population. Thus, organizations that comprise this sector have emerged with the purpose of seeking alternatives to several social issues. For presenting a distinct logic, since they are private organizations that provide public services, this sector presents peculiarities, especially regarding management. In order to contribute to the understanding of this sector, we investigated an inter-organizational project comprised of 100 actors coming from the three sectors, and managed by a nongovernmental organization as well. This research used the organizational social capital (OSC) as the theoretical lens and the third sector as context. Therefore, this study recognize the OSC as a benefactor, both in access to external resources as in the development of internal processes, being considered an a central component in training, hiring and management of public, private and nonprofit organizations . For the accomplishment of this single case study, it was adopted mixed research methods aproach, which showed three stages: exploratory qualitative, exploratory quantitative, and descriptive qualitative. Qualitative stage have used content analysis technique, while quantitative stage have performed cluster analysis, followed by non - parametric Kruskal- Wallis and Wilcoxon - Mann – Whitney tests . This dissertation contributes to the improvement in the study of social capital through the suggestion of a fourth dimension to understanding the development of organizational social capital in the Third Sector, in other words, for the understanding of the OSC in the context of the Third Sector should be employed four dimensions (structural, cognitive, relational and mobilizing), being the latter proposed by this study. Combined with the role of resources and capabilities to organizations of the Third Sector, the mobilizing dimension emerges as an alternative way for perceiving the OSC. Consequently, it is seen as capability, acting in the mobilization and resource sharing, which are critical capabilities to the organizations from third sector. The results suggest that : ( i ) the development of the OSC is grounded in relationships and in their levels of maturity, thus it was realized that the development of OSC in interorganizational projects developed in the Third Sector permeates through four levels of maturity of relations, which are : Ties , Interactions , Trust and Resource Sharing; (ii) the understanding and the practices developed by organizations regarding resource sharing depends on the level of OSC presented by a social organization , (iii) The mobilizing dimension can be seen as an social organization capability , developed throughout the organizational path and being strongly linked to the peculiarities of the organizations that comprise the third sector, (iv) the understanding OSC development in the context of the third sector is given from the framework proposed by this study, encompassing the mobilizing the dimension .

Interagerande osäkerhet är ett viktigt ämne, men ytterst lite forskning har gjorts om dess påverkan på samarbete i interorganisatoriska projekt. Studien fokuserar på frågeställningen på vilka sätt hanteras interagerande osäkerhet i interorganisatoriska projekt. För att kunna besvara på vilka sätt interagerande osäkerhet påverkar samarbete i interorganisatoriska projekt, använde studien ett organisationsperspektiv. Denna studie använder ett deduktivt perspektiv genom att granska litteratur om interagerande osäkerhet, interorganisatoriska projekt och förankring. En fallstudie beträffande hur interagerande osäkerhet kan förebyggas gjordes genom kvalitativ metod. Insamlingen av data bestod av grundliga intervjuer angående teman samarbete, osäkerhet, krishantering och förtroende. Studien drar slutsatsen att interagerande osäkerhet har en påverkan på samarbete och att förebyggande redskap kan reducera den interagerande osäkerheten. Studien bidrar med utveckling och redskap för att hantera interagerande osäkerhet. / Interactional uncertainty is a relevant subject, but very little research has been done about the impacts on cooperation in interorganizational projects. The study focuses on the main question in which ways are interactional uncertainty handled in interorganizational projects. To answer the question an organizational perspective was used to explore in what ways interactional uncertainty affects cooperation within interorganizational projects. This study uses a deductive perspective by examining literature concerning interactional uncertainty, interorganizational project and embeddedness. A case study regarding how interactional uncertainty can be prevented was implemented through a qualitative method. The collection of data consisted of in-depth interviews concerning the themes cooperation, uncertainty, crisis management and trust. This study concludes that interactional uncertainty has an impact on cooperation and that preventative gear can reduce the interactional uncertainty. The study contributes with development and tools for managing interactional uncertainty.

Bakgrund: Projektverksamhet står för 30% av all affärsverksamhet och har idag kommit att bli en viktig del i det svenska näringslivet. Det är vanligt att projektbaserade organisationer erbjuder unika lösningar som produceras och levereras i projektform. Temporära organisationer kan därför bildas internt eller interorganisatoriskt mellan flera organisationer för att samverka och organisera en tillfälligt utvald projektgrupp som ska genomföra ett projekt. Tre kännetecken för projekt är att de har en tydlig början och slut, varje projekt är unikt och genomförs med hjälp av nya processer och tillvägagångssätt.  Syfte: Syftet med uppsatsen är att studera ett interorganisatoriskt projekt för att bidra till kunskap kring styrning i projekt. Det är även intressant att undersöka hur likheter och skillnader i de två fallföretagens styrfilosofier har påverkat verksamheten i den interorganisatoriska organisationen. Syftet är också att identifiera brister och förbättringsmöjligheter för att dra lärdomar och utveckla projektstyrningen i kommande projekt.  Metod: Studien är en enfallsstudie där två företag undersökts utifrån en kvalitativ forskningsstrategi. Det empiriska materialet har samlats in med hjälp av semistrukturerade intervjuer och en mindre genomgång av dokument.  Slutsats: Studien har identifierat att det finns skillnader i de två fallföretagens styrfilosofier, men på grund av projektets unika egenskaper har styrningen gått ut på att hantera risker och problem som dykt upp under projektets gång. Projektet har stött på ett antal utmaningar under projektets gång där projektgruppen fått samarbeta genom regelbundna möten och uppföljningar för att driva projektet i rätt riktning. Projektets utmaningar har påverkat styrningen i den mån att det lett till en tidsbrist till att följa upp och utvärdera projektet med hjälp av nyckeltal, för att förbättra och effektivisera processer. / Background: Project operations stands for 30% of all business operations and have today become an important part of Swedish business life. It is common for project based organizations to offer unique solutions that are produced and delivered in project form. Temporary organizations can therefore be formed internally or interorganizational between several organizations to collaborate and organize a temporarily selected project group that will accomplish a project. Projects usually have three characteristics. Every project has a clear beginning and end, is unique and are carried out using new processes and approaches. Purpose: The purpose of this essay is to study an interorganizational project to increase the knowledge regarding management in projects. It is also interesting to investigate how similarities and differences in the management philosophies of the two companies have affected the operations of the interorganizational organization. The purpose is also to identify shortcomings and opportunities for improvement in order to gain insights and develop project management in future projects. Method: The study is a single-case study where two companies have been examined using a qualitative research methodology. The empirical data has been collected through semi-structured interviews and minor reviews of documents.  Conclusion: The study has identified that there are differences in the case companies management philosophies, but due to the project's unique characteristics, the project management has focused on managing risk and problems that emerged during the case study. The project encountered a number of challenges during the case study where the project group had to collaborate through regular meetings and follow-ups, to manage the project in the right direction. The challengers have affected the management to lack of time in follow-ups and evaluate the project using key performance indicators, in order to improve and streamline processes.