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.
Highlights
Collaborative arrangements have become a reality in the business world, given that they are viewed as a response to many challenges that organizations face
It is in this context that we have witnessed the debate on collaborative governance, known as network governance, i.e., how relationships are coordinated between governments, citizens, civil society entities, companies, and other for- or non-profit organisations (Klijn & Skelcher, 2007)
This article was devoted to understanding the relationship between the coordination structure of the ACDC network and its hierarchy
Summary
Collaborative arrangements have become a reality in the business world, given that they are viewed as a response to many challenges that organizations face. Magee & Galinsky (2008) state that the creation of a formal system of roles and functions or a set of rules for the process of interaction, even if informal, is what structures a hierarchy as a broad phenomenon of social interaction Based on this debate, this article seeks to understand the coordination structure of The Colour of Culture (A Cor da Cultura - ACDC) network. The public, private, and voluntary sectors, with continuous interactions among members; 3) trust-based interactions governed by negotiated and agreed upon rules; and 4) a significant degree of autonomy vis-à-vis the government, in a context in which the government may indirectly and imperfectly guide the direction of the arrangement This concept emphasises the interdependence among actors in terms of resources and capabilities but maintains their autonomy, given that they are not subject to the same characteristic structures of hierarchies. The hierarchy may be expressed through a formal system of roles and functions or mechanisms of informal interaction
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