Thiago de Andrade Neves
Doctorate – Governance and top management in multistakeholder non-profit organizations: the Renova Foundation case
Advisor: Prof. Dr. Isak Kruglianskas
Comission: Profs. Drs. Cláudio Antonio Pinheiro Machado Filho, Marco Antonio Conejero and Vanessa Cuzziol Pinsky
Link pelo YouTube: https://youtu.be/WalpM2L2DLo
By taking into account the interests of different stakeholders, non-profit organizations have been putting on complex governance structures. Despite the growth in number and importance that these types of organizations have been climbing, studies on the subject is still scarce. In this sense, this research aims to contribute to studies of foundational governance, understanding how the top management of a foundation behaves under three perspectives: organizational structure, governance principles and the relationship between its governance agents. As it is a unique case, with a complex multistakeholder structure and large resources available, the Renova Foundation was chosen for the case study in order to identify any functionalities and dysfunctionalities of its governance system provided. Using the proposed method, the statutory documents of the Renova Foundation were first analyzed to understand how the organization is formally structured. In order to understand the behavior of governance, 12 interviews were conducted with people who work or worked in senior management positions (2 presidents, 7 directors and 3 managers) of the organization. The results were analyzed in the scope of the theoretical framework, providing some important findings. The regulatory instruments established an inefficient organizational structure, creating two major deliberation forums that are in permanent conflict. The inability to compose conflicts between the forums creates administrative inefficiency and leads to a high level of judicialization of the Renova Foundation's activities. Maintainers' interference in management also remained evident, occurring mainly through the board and its committees. The process of appointing board members, as well as the profile of directors, also deserves more appropriate treatment by their governance agents. Although incorporated in different measures by the organization, an eventual full compliance with the foundation's governance principles tends to improve its command system. The data indicate that there is no adequate treatment by the organization to situations of conflict of interest. Finally, the identified dysfunctions occurred in the governance of the Renova Foundation led to the existence of a relevant information asymmetry among its agents.
*Abstract provided by the author