The aim of this article is to present results from a study realized in a public organizationin the State of Santa Catarina, Brazil. The main objective was to verify if organizationalculture and power dependences acted as sources of resistance or acceptation to changeof the structural framework, which took place during the 1991-92 period. As a case study,data analysis was carried out through descriptive-qualitative procedures taking intoconsideration the configuration of organizational structure before and after the event ofmajor change at the year of 1991, and minor modifications that follows. Organizationalculture was approached through identification of the values shared by managers at differentlevels and technical staff; dependences of power through the interests of both managersand technical staff. The results revealed that organizational culture acted as an acceptationsource of the structural change, while power dependences worked out as source ofresistance.
culture; power; values; interests; structural change
