| dc.description.abstract | 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 . | en |
