Modelo Integrador de Formação da Estratégia: Um Estudo de Caso

Gisele Tajujá Martins, Rosalia Barbosa Lavarda

Resumo


The changes in strategies can affect the organizations in internal and external context in which they are being analyzed. The theory suggests that strategies can be formed in different organizational levels being either top-down (deliberate) as a bottom-up (emergent) depending on the needs of the organization, leading to an integrated strategy formation process (middle-up-down). The aim of this study was to identify how the strategy formation process occurs from the perspective of decision-making processes: top-down, bottom-up and middle-up-down. We adopted a qualitative methodology, through the single case study (Eisenhardt, 1989). Data collection was done through interviews, document analysis and direct observation. After analyzing the results we can observe that, although the institution has deliberate strategies, the strategy formation process and decision-making process are modeled as an integrative, with a balance between rationality, vision, participation and resilience.

 


Palavras-chave


processo de formação da estratégia; tomada de decisão; estudo de caso

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DOI: http://dx.doi.org/10.15603/1982-8756/roc.v9n17p125-153

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Revista Organizações em Contexto (ROC) - Programa de Pós-Graduação em Administração - PPGA - Faculdade de Administração e Economia - FAE - Universidade Metodista de São Paulo - UMESP.

ISSN Versão Eletrônica 1982-8756

ISSN Versão Impressa 1809-1040 (2005-2008)

Licença Creative Commons
Este obra está licenciado com uma Licença Creative Commons Atribuição-NãoComercial 4.0 Internacional.