Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector

Detalhes bibliográficos
Autor(a) principal: Gohr, Cláudia Fabiana
Data de Publicação: 2011
Outros Autores: Santos, Luciano Costa
Tipo de documento: Artigo
Idioma: por
Título da fonte: Revista de Administração Pública
Texto Completo: https://periodicos.fgv.br/rap/article/view/7055
Resumo: This article presents the results of a research that aimed to analyze the strategic actions undertaken by a state enterprise of the Brazilian electric sector which led to strategic change in the organization during the period comprised between 1990 and 2004. In this way, were used the dimensions of context, content and process, as suggested by Pettigrew (1987) for research on strategic change. The research is characterized as a qualitative case study with a longitudinal perspective of analysis. Data were collected through interviews, direct observation and document analysis. It was concluded that the period analyzed in this research was very turbulent for the sector and also for the company, which led to several changes that modified the strategic behavior of the company and its competitiveness, revealed by the dynamic interaction between context, content and process. Although the company is part of a highly institutionalized environment, which normally characterizes the environmental determinism inherent in the Brazilian Electricity Sector, the strategic shift in the organization also occurred through a deliberate process, characterized by the managerial intention to guide the change process.
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spelling Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sectorContexto, conteúdo e processo da mudança estratégica em uma empresa estatal do setor elétrico brasileirostrategic changecorporate strategyBrazilian electricity sector.mudança estratégicaestratégia empresarialsetor elétrico brasileiro.This article presents the results of a research that aimed to analyze the strategic actions undertaken by a state enterprise of the Brazilian electric sector which led to strategic change in the organization during the period comprised between 1990 and 2004. In this way, were used the dimensions of context, content and process, as suggested by Pettigrew (1987) for research on strategic change. The research is characterized as a qualitative case study with a longitudinal perspective of analysis. Data were collected through interviews, direct observation and document analysis. It was concluded that the period analyzed in this research was very turbulent for the sector and also for the company, which led to several changes that modified the strategic behavior of the company and its competitiveness, revealed by the dynamic interaction between context, content and process. Although the company is part of a highly institutionalized environment, which normally characterizes the environmental determinism inherent in the Brazilian Electricity Sector, the strategic shift in the organization also occurred through a deliberate process, characterized by the managerial intention to guide the change process.Este artigo apresenta os resultados de uma pesquisa que teve o objetivo de analisaras ações estratégicas realizadas por uma empresa estatal do setor elétrico brasileiro(SEB) e que levaram à mudança estratégica na organização durante o período 1990-2004. Para a consecução do objetivo, foram utilizadas as dimensões de contexto,conteúdo e processo, sugeridas por Pettigrew (1987) para pesquisas sobre mudançaestratégica. A pesquisa caracteriza-se como um estudo de caso qualitativo com umaperspectiva de análise longitudinal. Os dados foram coletados por meio de entrevistas,observação direta e análise documental. Pôde-se concluir que o período que esta pesquisa contemplou foi de grande turbulência para o SEB e também para afirma, fazendo com que várias mudanças surgissem para modificar o comportamentoestratégico da empresa e a sua competitividade, reveladas pela interação dinâmicaentre contexto, conteúdo e processo. Embora a empresa faça parte de um ambientealtamente institucionalizado, que normalmente caracteriza o determinismo ambientalinerente ao SEB, a mudança estratégica na organização também ocorreu pormeio de um processo voluntarista, caracterizado pela intenção gerencial de guiar oprocesso de mudança.Fundação Getulio Vargas (FGV EBAPE)2011-12-18info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.fgv.br/rap/article/view/7055Brazilian Journal of Public Administration; Vol. 45 No. 6 (2011); 1673 a 1706Revista de Administração Pública; Vol. 45 Núm. 6 (2011); 1673 a 1706Revista de Administração Pública; v. 45 n. 6 (2011); 1673 a 17061982-31340034-7612reponame:Revista de Administração Públicainstname:Fundação Getulio Vargas (FGV)instacron:FGVporhttps://periodicos.fgv.br/rap/article/view/7055/5612Gohr, Cláudia FabianaSantos, Luciano Costainfo:eu-repo/semantics/openAccess2021-11-17T20:47:21Zoai:ojs.periodicos.fgv.br:article/7055Revistahttps://ebape.fgv.br/publicacoes/rapONGhttps://old.scielo.br/oai/scielo-oai.php||rap@fgv.br1982-31340034-7612opendoar:2021-11-17T20:47:21Revista de Administração Pública - Fundação Getulio Vargas (FGV)false
dc.title.none.fl_str_mv Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
Contexto, conteúdo e processo da mudança estratégica em uma empresa estatal do setor elétrico brasileiro
title Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
spellingShingle Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
Gohr, Cláudia Fabiana
strategic change
corporate strategy
Brazilian electricity sector.
mudança estratégica
estratégia empresarial
setor elétrico brasileiro.
title_short Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
title_full Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
title_fullStr Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
title_full_unstemmed Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
title_sort Context, content and process of the strategic change in a state-owned entreprise of the Brazilian electricity sector
author Gohr, Cláudia Fabiana
author_facet Gohr, Cláudia Fabiana
Santos, Luciano Costa
author_role author
author2 Santos, Luciano Costa
author2_role author
dc.contributor.author.fl_str_mv Gohr, Cláudia Fabiana
Santos, Luciano Costa
dc.subject.por.fl_str_mv strategic change
corporate strategy
Brazilian electricity sector.
mudança estratégica
estratégia empresarial
setor elétrico brasileiro.
topic strategic change
corporate strategy
Brazilian electricity sector.
mudança estratégica
estratégia empresarial
setor elétrico brasileiro.
description This article presents the results of a research that aimed to analyze the strategic actions undertaken by a state enterprise of the Brazilian electric sector which led to strategic change in the organization during the period comprised between 1990 and 2004. In this way, were used the dimensions of context, content and process, as suggested by Pettigrew (1987) for research on strategic change. The research is characterized as a qualitative case study with a longitudinal perspective of analysis. Data were collected through interviews, direct observation and document analysis. It was concluded that the period analyzed in this research was very turbulent for the sector and also for the company, which led to several changes that modified the strategic behavior of the company and its competitiveness, revealed by the dynamic interaction between context, content and process. Although the company is part of a highly institutionalized environment, which normally characterizes the environmental determinism inherent in the Brazilian Electricity Sector, the strategic shift in the organization also occurred through a deliberate process, characterized by the managerial intention to guide the change process.
publishDate 2011
dc.date.none.fl_str_mv 2011-12-18
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv https://periodicos.fgv.br/rap/article/view/7055
url https://periodicos.fgv.br/rap/article/view/7055
dc.language.iso.fl_str_mv por
language por
dc.relation.none.fl_str_mv https://periodicos.fgv.br/rap/article/view/7055/5612
dc.rights.driver.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Fundação Getulio Vargas (FGV EBAPE)
publisher.none.fl_str_mv Fundação Getulio Vargas (FGV EBAPE)
dc.source.none.fl_str_mv Brazilian Journal of Public Administration; Vol. 45 No. 6 (2011); 1673 a 1706
Revista de Administração Pública; Vol. 45 Núm. 6 (2011); 1673 a 1706
Revista de Administração Pública; v. 45 n. 6 (2011); 1673 a 1706
1982-3134
0034-7612
reponame:Revista de Administração Pública
instname:Fundação Getulio Vargas (FGV)
instacron:FGV
instname_str Fundação Getulio Vargas (FGV)
instacron_str FGV
institution FGV
reponame_str Revista de Administração Pública
collection Revista de Administração Pública
repository.name.fl_str_mv Revista de Administração Pública - Fundação Getulio Vargas (FGV)
repository.mail.fl_str_mv ||rap@fgv.br
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