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Abstract
The purpose of this paper was to analyze the influence of institutional and
socio-cultural environment in the cooperative management of the C.Vale – Agroindustrial
Cooperative, compared to the most representative units located in Parana, Brazil, and the
ones located in Paraguay. The analyses of the institutional environment were based on
the New Institutional Economics, with emphasis on the Douglass North’s theory (1990) analisaabout
the institutions and occurred with in loco interviews in each cooperative unit that was covered by the sample.
The analysis of the cultural environment was based on the characterization of the organizational culture of each
cooperative unit, according to the Competing Value Model, developed by Cameron and Quinn (1998), that typifies
it in group culture, innovative, market and hierarchical, applied to the same managers, through online electronic
questionnaire . The analysis of the social environment was based on the theoretical concept of social capital and
the respective characteristics identified in the units by adapting the model proposed by the World Bank study
group (BM), prepared by Grootaert et al. (2003), through the content analysis of the interviews. As a result to
the established problem it was concluded that, even C.Vale being a single cooperative, there are influences of the
institutional and the socio-cultural environment in the process of management of the cooperative units in Paraná
and Paraguay. Finally, according to the grouping proposal of the cooperative units based on the collected data, four
specific clusters were identified.