Abstract
The present case study assessed the legitimation process for the creation of a department of sustainability in the Brazilian subsidiary of a multinational US company. Data obtained from direct observation, interviews, and documentations were used to describe communication flow and informal counselling, tacit knowledge exchange, the integration of multifunctional abilities, and trust relationships during the four-phase development of an internal network, which contributed to the creation of this department. Complementing the thoughts integrating the relational view of the organisational theory, the present study showed that not only formal structure influence the functioning of internal networks, but also internal networks can influence decision makers with regard to the creation of a formal organisational structure aimed at addressing the company’s social-environmental opportunities and risks. Key words: Department of sustainability, internal networks, isomorphism, organisational innovation.
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