This document discusses intrasectoral cooperation as a strategy for managing organizational integrity. It explores how organizations in the same sector cooperate and examines the benefits of integrity networks. The theoretical framework draws from institutional theory and cultural theory. Some examples of integrity networks are given, including informal knowledge sharing between ministries, formal capacity building between municipalities, and working groups in the water board sector. While private sector cooperation can be challenging due to competition, some integrity networks have emerged for industries like corporate ethics, building/real estate, finance, and healthcare. The research method involves interviews and a qualitative, exploratory cross-case analysis to identify patterns and categories in integrity network approaches.

1. Alliances Collaboration
Cooperation Concertation
Networks Strategies
External Institutionalization
Integrity Organizing
Exchange Sharing
Information Experience
Knowledge
Resources
Capacity
Alain Hoekstra
BIOS/ RSM
Efficiency Learning
Legitimacy Support
Categories Grounded

2. Intrasectoral Cooperation
as Strategy for
Managing Organizational Integrity
A. Hoekstra BIOS/RSM 2

3. Cooperation
• Do organizations in the same sector cooperate
as a strategy to manage integrity?
– do they?
– how?
– to what extent?
– differences/ similarities/ patterns ?
– what works, what hurts, design criteria?
A. Hoekstra BIOS/RSM 3

4. Relevancy…
• Exploring integrity cooperation approaches
provides insight into:
• critical elements & conditions that constitute effective
integrity networks
• how existing networks can be improved
• how new ones should be created
• Why are integrity networks valuable anyway?
A. Hoekstra BIOS/RSM 4

5. …& possible advantages
• reducing risk/ improving legitimacy
• increasing internal support
• efficiency & effectivity
• i-officer: new & isolated profession
A. Hoekstra BIOS/RSM 5

6. Theoretical framework
• Institutional theory (Scott, Zucker, Selznick etc.)
– Organizations subjected to external pressures
– Tend to adapt and copy as a survival strategy
– But also cooperate to influence external actors/ forces
• Cultural theory (Douglas, Wildavsky, Jenkins-Smith)
– How do actors inter relate/ cooperate
• formal/ informal
• hierarchic/ egalitarian
• heteronomity/ autonomy
• uniformity/ differentiation
A. Hoekstra BIOS/RSM 6

7. Integrity networks
…..some examples

8. Public sector
• Ministries
– Network: informal exchange of knowledge
– Covenant: formal exchange of capacity
• Municipalities
– Satellite model: ‘big brother’ assistance
– Regional network: municipalities & province
• Water boards
– Working group: policy and toolkit
– Constituting exchange platform
A. Hoekstra BIOS/RSM 8

9. Private sector…not as easy
• larger/ more diverse
• compliance/ broader concept
• ‘running it on their own’
– competition
– vulnerability
A. Hoekstra BIOS/RSM 9

10. Private sector
• Corporate ethics network:
– officers
• Building/ real estate
– trade associations
• Financial sector
– insurance/ banking
• Health care
– new initiative
A. Hoekstra BIOS/RSM 10

11. Method
• Interviews:
– partly based on theory
– field knowledge/ webb-search/snowball sampling
• Qualitative, explorative research
• Assembling data: ‘Mega matrix’
• Cross-case analysis: patterns/ categories
• Inductive (bottom-up) approach
A. Hoekstra BIOS/RSM 11