Intercooperative Relationships: characteristics, challenges and possibilities for Interorganizational Cost Management

This study aims at discussing the characteristics of intercooperative relationships and the challenges and possibilities for Interorganizational Cost Management (IOCM) in these arrangements. For this, the theoretical essay method was used to review the national and international literature in the area of cooperatives. Thus, based on the literature and having the Contingency Theory (CT) as a theoretical lens, a contingency structure of the IOCM was proposed, consisting of eleven grouped into factors exogenous to the cooperative, factors specific to the and factors specific to the intercooperative relationship”. The results of the analysis show that: (i) external to the cooperatives can make the adoption of the IOCM viable, such as pressure for financial competitiveness and multiple objectives; (ii) specific of cooperatives, such as small size trends and shortage of capital, are challenges to IOCM; and (iii) specific to intercooperative relationships, such as lack of trust and competition, can restrict the adoption of IOCM techniques and the very formation of intercooperative relationships. It is noteworthy that while CT conventionally works with the perspective of a single company, this essay highlights possibilities of its application in interorganizational relationships, considering relationship beyond those specific to the company. Furthermore, on the theme of IOCM, no studies applied to intercooperative relationships were identified. It is concluded that the research can bring new perspectives to researchers, especially on the topic of management in cooperative societies, with reflections both on the adoption of IOCM techniques, as well as on the constitution and performance of intercooperative relationships.