Abstract
This study was inspired by the proposition developed by Karthik (2002) and applied to a context of horizontal interorganizational relations. Our main objective was to understand how the learning process between organizations inserted in networks occurs, from the perspective of the evolution of relationships over time. This study has a qualitative and exploratory nature, and the method adopted is the case study with multiple units of analysis. The research was carried out in a network of thirteen supermarket companies in the State of Rio Grande do Sul, Brazil. The data was collected through individual interviews, questionnaires, documental sources and histories of learning. As the main contribution, we highlight the critical discussion made of the model proposed by Karthik (2002) as it is applied in horizontal networks: contradicting the author's suggestion, the results of this research reveal that there was a predominance of mutual learning in the initial stages of the companies' relationships and, as the relationships evolved, there was a predominance of unilateral learning. This change can be seen in the adoption of opportunist behavior and the predominance of structural characteristics of trust in the relationships established by the companies involved.
Highlights
The complex environment in which organizations must operate demands new management techniques
We highlight the critical discussion of the model proposed by Karthik (2002) as it is applied in horizontal networks: contradicting the author’s suggestion, the results in this research reveal that there was a predominance of mutual learning in the initial stages of the companies' relationships and, as the relationships evolved, that there was a predominance of unilateral learning
Thirteen managers of the companies that make up the network were interviewed, including the current president of the network
Summary
The complex environment in which organizations must operate demands new management techniques. To work competitively and cooperatively is the great strategic challenge for companies In this context, the cooperation strategy has recently been gaining much more attention in the academic literature and in managerial decisions. The cooperation strategy has recently been gaining much more attention in the academic literature and in managerial decisions From this perspective, the interorganizational learning process can be seen as a managerial instrument to induce organizations to create appropriate structures and strategies for facing this complex environment. The interorganizational learning process can be seen as a managerial instrument to induce organizations to create appropriate structures and strategies for facing this complex environment New interorganizational arrangements such as company networks (the focus of this study) can be considered a platform for interorganizational learning, as they provide the organizations with access to knowledge from partner companies (Inkpen, 2000). Discussions of how learning occurs from the evolutionary perspective of interorganizational relationships can provide a contribution to the companies individually and collectively or to the network as a whole
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