Rules (
Heranz, 2010
Heranz, J. (2010). Network Performance and Coordination. Public Performance & Management Review, 33(3), 311-341. http://dx.doi.org/10.2753/PMR1530-9576330301.
http://dx.doi.org/10.2753/PMR1530-957633...
;
Magee & Galinsky, 2008
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.
http://dx.doi.org/10.5465/19416520802211...
)
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“… Any new material needed the approval from the coordination. We were not allowed to put in new material without the approval of the National Pedagogical Coordination Commission...” (Interviewee 10)
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• They offered transparency, reliability, and uniformity. |
• There were elements that hierarchised the ACDC, by establishing subordination and classificatory order among the network components. |
Management and governance structure (
Sørensen & Torfing, 2007
Sørensen, E., & Torfing, J. (2007). Theories of democratic network governance. Basingstoke: Palgrave MacMillan. http://dx.doi.org/10.1057/9780230625006.
http://dx.doi.org/10.1057/9780230625006...
;
Provan & Kenis, 2008
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.
http://dx.doi.org/10.1093/jopart/mum015...
;
Gulati, Puranam & Tushman, 2012Gulati, 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.
http://dx.doi.org/10.1002/smj.1975...
); Protocols, routines, contracts, councils and committees, decision-making and communication processes, knowledge management and conflict mediation (
Cristofoli et al., 2014
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.
http://dx.doi.org/10.1007/s10997-012-923...
); Formal system of roles and functions (
Magee & Galinsky, 2008
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.
http://dx.doi.org/10.5465/19416520802211...
)
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“It was very controlled by the ACDC team... there was little spontaneous communication. The network members understood that a relationship among them was not welcome. So, there was some fear that this was crossing a certain boundary.” (Interviewee 13).
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• The coordination structure was the repository of knowledge and a central element of communication and exchange of experience. |
• There were few opportunities for interaction and exchange between actors, and communication was little explored. |
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• A tendency towards bureaucratisation and centralisation of network management. |
|
“[...] Tensions have always existed and have been adjusted by the recognition that I am from institution X and I applied to work on a Canal Futura […] It was almost a boss-employee relationship.” (Interviewee 12).
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• The existence of unilaterally negotiated conflicts with coordination, which ensured agility in decision-making. |
• A hierarchical decision-making process. |
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• There was little room for negotiation. |
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• The centralised management model limited networking. |
Mechanisms to monitor objectives achievement (
Marques et al., 2011
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.
http://dx.doi.org/10.1016/j.mar.2011.09....
)
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The Petrobras monitoring system has precisely all information, from all stages of the Project... (Interviewee 6).
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• It allowed to deliver and systematise information to Petrobras. |
• Coordinating instruments gave order network participants, generating hierarchy. |
| • It gathered a large number of processes and control mechanisms, generating effectiveness. |
· |
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Power
|
Asymmetric resource control (
Magee & Galinsky, 2008
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.
http://dx.doi.org/10.5465/19416520802211...
;
Saz-Carranza et al., 2015
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.
http://dx.doi.org/10.1111/puar.12445...
).
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The attributes that the channel possess has to do with management. I think it is, precisely, their expertise with product content management, both written and audiovisual. More than that, their ability on community mobilisation, i.e. to mobilise and articulate networks. (Interviewee 22).
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• Different skills were considered fundamental to the existence and functioning of networks. |
• It established power between network components. |
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Firstly, the institution established a partnership with both the Ministry of Education and SEPPIR. The other attribute was the production kits containing all the products […]. It was an institution that had this media capability […] They also acted as 'financial leadership' when establishing a relationship with Petrobras, the project’s funding institution. (Interviewee 10).
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• FRM invited the actors and consequently structured the network. |
• This action conferred formal authority. |
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The project team precisely followed every step taken by FRM. Everything from A to Z (Interviewee 2). |
• FRM controlled all actions developed, ensuring compliance with the schedule and established in the project. |
• Exerted strong pressure to meet what had been established in the initial planning. |
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“But everything goes through the “A Cor” team, and so, many decisions were concentrated there. There was a way to get involved, as long as one did not mess with the project or did not affect the methodology of the work. There was interactivity, yes, a collective participation up to a point.” (Interviewee 12)
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• FRM was responsible for the quality of the developed products. |
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Status
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Respect, esteem, and admiration directed at individuals or groups (
Magee & Galinsky, 2008
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.
http://dx.doi.org/10.5465/19416520802211...
).
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The area already has experience in other successful projects, as well as in articulation or even in content development. […] Among all the FRM team, this one has the highest number of connections in the social world (Interviewee 19).
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• FRM had the technical expertise, relationships, and reputation needed to build the network. As well as mastery in the formulation, conduct, and realisation of instruments, processes, and contracts for the coordination of networks. |
• Differentiated status compared to other network components. |
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When you are going to talk to an educational secretariat about a theme “as easy as this one” [sic], offering a project, it helps a lot if you have brands such as FRM, TV Globo, Petrobras, the Federal Government [...] You always know that is a serious project, you know that it sound structured, that it is not something small, simple, or even unqualified. (Interviewee 6).
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