Hibridização organizacional e cultural: o caso da integração pós-aquisição de uma escola de negócios a uma universidade no Brasil

• Ano de defesa: 2013
• Autor(a) principal: Chu, Rebeca Alves
• Orientador(a): Wood Junior, Thomaz
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Hibridização cultural; Heterogeneidade cultural; Diferenças culturais; Ambivalências culturais; Paradoxos culturais
• Palavras-chave em Inglês: Cultural hybridization; Cultural heterogeneity; Cultural differences; Cultural ambivalence; Cultural paradoxes
• Link de acesso: https://hdl.handle.net/10438/10997

The phenomenon of hybridization has been studied across multiple fields of knowledge as the Economy, the Social Sciences, the Political Sciences and the Cultural Studies. Regarding the field of Cultural Studies, hybridism and hybridizations have been broadly utilized to address cultures and cultural encounters. The field of Organizational Studies, however, still investigates hybridism and hybridizations in a superficial way. The objective of this research was to analyze hybridization as an organizational and cultural phenomenon. A case study was conducted to investigate the integration process of a business school, after it’s acquisition, to an university, both in Brazil. The focus of this research was on the origins of hybridization, on which organizational and cultural dimension it occurred, the dynamics it revealed and the impacts it had on organizational and cultural analysis. The case study conducted had a qualitative orientation, an exploratory approach and was based on 41 interviews with representatives from both institutions. Preliminary results indicated that: first, both institutions varied along their particular history and during the post-acquisition process from more or less homogeneous forms; second, the hybrid condition seemed to be a steady state, that varied, however, among more conflictive or more agreeable modes of interaction; third, two types of hybridization occurred, the dialectical and the dialogical ones and fourth, the hybrid condition seems to be the possibility to overcome the cultural and organizational dichotomies that emerged in the case.