ORGANIZATIONAL CULTURE IN SOCIAL ECONOMY ORGANIZATIONS

Over the last years, Social Economy Organizations have undergone significant organizational changes. The purpose of this article is to analyze the organizational culture, assessed through the Competing Values Framework (CVF). A multi case-study approach was performed, in three Cooperatives for Education and Rehabilitation of Citizens with Disabilities (CERCI), collecting qualitative and quantitative data. Applying the qualitative analysis suggested by the CVF indicated that there were no differences among the studied organizations, nor between the culture types within each of them. Statistical analysis confirmed differences in organizational culture among the three CERCIs. Clan culture is more prevalent than the other types of culture, and there are differences between CERCI 1 and 2, and CERCI 1 and 3 regarding adhocracy and hierarchy, and adhocracy, respectively. These differences show the framework's sensibility for this type of organizations. The added value of this paper entangles with literature and practical implications. It adds to the social economy theoretical field demonstrating that a well-known model is adequate, and therefore enables the improvement of organizational knowledge and study in this sector, as well as organizational development. Extends the model itself confirming its wider usage and the pertinence of statistical analysis to have a more accurate diagnose of the organizational culture, and therefore management action.