Moving away from the economic perspective, this work seeks to shed light on the symbolic dimension of agribusinesses. During processes of change in the introduction of quality programs, the managers of the organization seek to manage the meanings attributed to the reality, modeling them based on the construction of a collective framework which explains and justifies the event. For the new order brought about by the change to be legitimized, the managers carry out practices of managing the meanings to obtain the approval and commitment of the other members, in relation to the details required by the quality program. These practices are identified, based on interviews with managers and employees. They can be summarized, according to the research results, as follows: informal conversations, excursions, use of an external consultant, formal training, and the use of technology which enables remote monitoring. The results indicate the importance of understanding the processes of organizational change as an effect of the power of the dominant groups.