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The creation of networks between firms, and other forms of interorganizational relationship, have attracted the attention of researchers. Based on the logic of interorganizational relationships, this study identifies the motives and outcomes of suppliers and "anchor" firms that participated in a training project. Through an exploratory case study with qualitative approach developed in the automotive metal mechanical industry, it was possible to identify efficiency and legitimacy as the main motives, and performance and knowledge as outcomes. Moreover, a sharing of experiences was considered the main collective outcome, and restrictions on information as the main barrier, in the relations formed by the participating firms. [ABSTRACT FROM AUTHOR]

This article analyzes power in the organizational space by means of a praxeological perspective. It focuses the theoretical discussion on what we call practices of power, those circumscribed both in the structure and in more localized practices of discipline and control mechanisms, and the tactics of power - improvisation, the intelligent practices of competent actors in their the day-to-day work experiences. It uses qualitative research, based on in-depth interviews and participant observation over a period of approximately one year of investigation. The results of the research present the following practices of power: spatial organization and ranking; ordering of work time, and rules prohibiting the consumption of food in the work area; surveillance by the supervisor, and the system for controlling the work and conduct. And the tactics of power include: obedience to the rules established by the organization - playing the power game for self-preservation; bodily manoeuvres to eat without being seen; group tactics for increasing the rest time; knowledge of the surveillance - adapting to the "script" when the monitoring is in progress and relaxing when it is not. The article also revives discussion on themes such as causality, conflict, "class" and reproduction in the debate on power. [ABSTRACT FROM AUTHOR]