82

This article discusses the behaviors of an organization’s stakeholders when they have to apply rules. The theoretical framework presents several approaches, presenting a diversity of behaviors of the stakeholders regarding rules, going from their “negotiated” application to their transgression. The qualitative methodology is based on a single case study, a non-profit organization within the medical-social sector. The results show a variety of behaviors that originate not in mere application or refusal of the rules, but in factors such as coaching, the area of business, and the culture and history of the organization and of the sector.