Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição
Autor(a) principal: | |
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Data de Publicação: | 2022 |
Tipo de documento: | Dissertação |
Idioma: | por |
Título da fonte: | Repositório Institucional do FGV (FGV Repositório Digital) |
Texto Completo: | https://hdl.handle.net/10438/32839 |
Resumo: | In recent decades, processes involving mergers and acquisitions (M&A) have intensified in organizations of all sectors, segments, nationalities and sizes, in an attempt to increase their competitiveness, as well as their bargaining power. In recent years this phenomenon has reached the health sector, having doubled in the last year, fostered by growing foreign investment in a market in great movement, especially the diagnostic medicine sector. The present research aims to identify the main organizational changes from the perspective of the employee of a company acquired from the Diagnostic Medicine sector after the acquisition process. This is a qualitative, descriptive study. Following the nature of the method, the case study approach was chosen. A bibliographic survey was carried out on the subject using the following keywords: Mergers and Acquisitions, Private Health Market, Diagnostic Medicine, Organizational Change, in addition to the scientific bases, articles from newspapers and magazines were collected. For the characterization of the case, data from the studied organization available on the internet were collected. A specific questionnaire was developed to be answered by the workers of the company studied, addressing aspects related to the context of the acquisition, management model, culture and organizational changes.) The research data showed that non-management employees belonging to the administrative sectors hired prior to the acquisition process were the most impacted, evaluating the organizational changes and their consequences after the Acquirer's entry as bad, triggering a deconstruction of organizational stability, alliances and pacts. existing informal relationships among leaders, sectors and peers, causing frustration, disbelief and reduced levels of engagement and loyalty to the company or engagement in the face of the new organizational structure. The analysis of the results revealed that the increase in the levels of conflict, the reduction of the search for consensus, combined with the shift to a highly result-oriented environment, with low tolerance for errors and exacerbated by a radical change from the paternalistic to bureaucratic and centralizing, were key factors for the construction of this unfavorable scenario, migrating from a friendly and harmonious climate to a stressful and conflicting organizational climate. The results obtained in this research reinforce the findings of the literature on the importance of managing organizational culture in change processes arising from mergers and acquisitions, as well as the need for a strategic plan to better manage organizational changes and reduce cultural shock, including, therefore, as key factors for the success of M&A operations. |
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Silva, Cristina de Souza ReisEscolas::EAESPMalik, Ana MariaDamázio, Luciana FalubaSchiesari, Laura Maria Cesar2022-11-01T17:55:42Z2022-11-01T17:55:42Z2022-09-07https://hdl.handle.net/10438/32839In recent decades, processes involving mergers and acquisitions (M&A) have intensified in organizations of all sectors, segments, nationalities and sizes, in an attempt to increase their competitiveness, as well as their bargaining power. In recent years this phenomenon has reached the health sector, having doubled in the last year, fostered by growing foreign investment in a market in great movement, especially the diagnostic medicine sector. The present research aims to identify the main organizational changes from the perspective of the employee of a company acquired from the Diagnostic Medicine sector after the acquisition process. This is a qualitative, descriptive study. Following the nature of the method, the case study approach was chosen. A bibliographic survey was carried out on the subject using the following keywords: Mergers and Acquisitions, Private Health Market, Diagnostic Medicine, Organizational Change, in addition to the scientific bases, articles from newspapers and magazines were collected. For the characterization of the case, data from the studied organization available on the internet were collected. A specific questionnaire was developed to be answered by the workers of the company studied, addressing aspects related to the context of the acquisition, management model, culture and organizational changes.) The research data showed that non-management employees belonging to the administrative sectors hired prior to the acquisition process were the most impacted, evaluating the organizational changes and their consequences after the Acquirer's entry as bad, triggering a deconstruction of organizational stability, alliances and pacts. existing informal relationships among leaders, sectors and peers, causing frustration, disbelief and reduced levels of engagement and loyalty to the company or engagement in the face of the new organizational structure. The analysis of the results revealed that the increase in the levels of conflict, the reduction of the search for consensus, combined with the shift to a highly result-oriented environment, with low tolerance for errors and exacerbated by a radical change from the paternalistic to bureaucratic and centralizing, were key factors for the construction of this unfavorable scenario, migrating from a friendly and harmonious climate to a stressful and conflicting organizational climate. The results obtained in this research reinforce the findings of the literature on the importance of managing organizational culture in change processes arising from mergers and acquisitions, as well as the need for a strategic plan to better manage organizational changes and reduce cultural shock, including, therefore, as key factors for the success of M&A operations.Nas últimas décadas, intensificaram-se os processos envolvendo fusões e aquisições (F&A) em organizações de todos os setores, segmentos, nacionalidades e portes, na tentativa de aumentar sua competitividade, bem como seu poder de negociação. Nos últimos anos esse fenômeno vem atingindo o setor saúde, tendo seu número duplicado no último ano, fomentado pelo crescente investimento estrangeiro num mercado em grande movimentação, em especial o setor de medicina diagnóstica. A presente pesquisa tem o objetivo de identificar as principais mudanças organizacionais sob a ótica do colaborador de uma empresa adquirida do setor de Medicina Diagnóstica pós processo de aquisição. Trata-se de estudo de abordagem qualitativa, descritiva. Seguindo a natureza do método, optou-se pela abordagem de estudo de caso. Foi realizado levantamento bibliográfico sobre o tema utilizando as seguintes palavras chaves: Fusões e Aquisições, Mercado Privado de Saúde, Medicina Diagnóstica, Mudança Organizacional, além das bases científicas, formam coletados artigos de jornais e revistas. Para a caracterização do caso foram levantados dados da organização estudada disponíveis na internet. Questionário específico foi desenvolvido para ser respondido pelos trabalhadores da empresa estudada, abordando aspectos relacionados ao contexto da aquisição, modelo de gestão, cultura e mudanças organizacionais. Os dados da pesquisa apontaram que os colaboradores não gestores pertencentes aos setores administrativos contratados anteriormente ao processo de aquisição foram os mais impactados, avaliando como ruins as mudanças organizacionais e seus desdobramentos pós entrada do Adquirente, deflagrando uma desconstrução da estabilidade organizacional, das alianças e pactos informais existentes entre as lideranças, setores e pares, causando frustação, descrença e redução dos níveis de engajamento e fidelidade à empresa ou engajamento face à nova estrutura organizacional. A análise dos resultados revelou que o aumento nos níveis de conflito, a redução da busca de consenso, combinados à alteração para um ambiente altamente orientado ao resultado, com baixa tolerância aos erros e agravada por uma mudança radical do modelo de gestão paternalista para burocrático e centralizador, foram fatores chaves para a construção deste cenário desfavorável, migrando de um clima amistoso e harmônico para um clima organizacional estressante e conflituoso. Os resultados obtidos nessa pesquisa reforçam os achados da literatura sobre a importância da gestão da cultura organizacional em processos de mudança oriundos de fusões e aquisições, bem como a necessidade de um plano estratégico para melhor administração das mudanças organizacionais e redução do choque cultural, figurando, portanto, como fatores chave para o sucesso das operações de F&A.porMerges and acquisitionsHealth privity marketDiagnostic medicineOrganizational changesEmpresas - Fusão e incorporaçãoDesenvolvimento organizacionalSaúde suplementarDiagnostico de laboratórioAdministração de pessoalFusões e aquisiçõesMercado privado de saúdeMedicina diagnósticaMudança organizacionalAdministração de empresasEmpresas - Fusão e incorporaçãoDesenvolvimento organizacionalSaúde suplementarDiagnostico de laboratórioAdministração de pessoalPrincipais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de 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|
dc.title.por.fl_str_mv |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
title |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
spellingShingle |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição Silva, Cristina de Souza Reis Merges and acquisitions Health privity market Diagnostic medicine Organizational changes Empresas - Fusão e incorporação Desenvolvimento organizacional Saúde suplementar Diagnostico de laboratório Administração de pessoal Fusões e aquisições Mercado privado de saúde Medicina diagnóstica Mudança organizacional Administração de empresas Empresas - Fusão e incorporação Desenvolvimento organizacional Saúde suplementar Diagnostico de laboratório Administração de pessoal |
title_short |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
title_full |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
title_fullStr |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
title_full_unstemmed |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
title_sort |
Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição |
author |
Silva, Cristina de Souza Reis |
author_facet |
Silva, Cristina de Souza Reis |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.member.none.fl_str_mv |
Malik, Ana Maria Damázio, Luciana Faluba |
dc.contributor.author.fl_str_mv |
Silva, Cristina de Souza Reis |
dc.contributor.advisor1.fl_str_mv |
Schiesari, Laura Maria Cesar |
contributor_str_mv |
Schiesari, Laura Maria Cesar |
dc.subject.eng.fl_str_mv |
Merges and acquisitions Health privity market Diagnostic medicine Organizational changes |
topic |
Merges and acquisitions Health privity market Diagnostic medicine Organizational changes Empresas - Fusão e incorporação Desenvolvimento organizacional Saúde suplementar Diagnostico de laboratório Administração de pessoal Fusões e aquisições Mercado privado de saúde Medicina diagnóstica Mudança organizacional Administração de empresas Empresas - Fusão e incorporação Desenvolvimento organizacional Saúde suplementar Diagnostico de laboratório Administração de pessoal |
dc.subject.por.fl_str_mv |
Empresas - Fusão e incorporação Desenvolvimento organizacional Saúde suplementar Diagnostico de laboratório Administração de pessoal Fusões e aquisições Mercado privado de saúde Medicina diagnóstica Mudança organizacional |
dc.subject.area.por.fl_str_mv |
Administração de empresas |
dc.subject.bibliodata.por.fl_str_mv |
Empresas - Fusão e incorporação Desenvolvimento organizacional Saúde suplementar Diagnostico de laboratório Administração de pessoal |
description |
In recent decades, processes involving mergers and acquisitions (M&A) have intensified in organizations of all sectors, segments, nationalities and sizes, in an attempt to increase their competitiveness, as well as their bargaining power. In recent years this phenomenon has reached the health sector, having doubled in the last year, fostered by growing foreign investment in a market in great movement, especially the diagnostic medicine sector. The present research aims to identify the main organizational changes from the perspective of the employee of a company acquired from the Diagnostic Medicine sector after the acquisition process. This is a qualitative, descriptive study. Following the nature of the method, the case study approach was chosen. A bibliographic survey was carried out on the subject using the following keywords: Mergers and Acquisitions, Private Health Market, Diagnostic Medicine, Organizational Change, in addition to the scientific bases, articles from newspapers and magazines were collected. For the characterization of the case, data from the studied organization available on the internet were collected. A specific questionnaire was developed to be answered by the workers of the company studied, addressing aspects related to the context of the acquisition, management model, culture and organizational changes.) The research data showed that non-management employees belonging to the administrative sectors hired prior to the acquisition process were the most impacted, evaluating the organizational changes and their consequences after the Acquirer's entry as bad, triggering a deconstruction of organizational stability, alliances and pacts. existing informal relationships among leaders, sectors and peers, causing frustration, disbelief and reduced levels of engagement and loyalty to the company or engagement in the face of the new organizational structure. The analysis of the results revealed that the increase in the levels of conflict, the reduction of the search for consensus, combined with the shift to a highly result-oriented environment, with low tolerance for errors and exacerbated by a radical change from the paternalistic to bureaucratic and centralizing, were key factors for the construction of this unfavorable scenario, migrating from a friendly and harmonious climate to a stressful and conflicting organizational climate. The results obtained in this research reinforce the findings of the literature on the importance of managing organizational culture in change processes arising from mergers and acquisitions, as well as the need for a strategic plan to better manage organizational changes and reduce cultural shock, including, therefore, as key factors for the success of M&A operations. |
publishDate |
2022 |
dc.date.accessioned.fl_str_mv |
2022-11-01T17:55:42Z |
dc.date.available.fl_str_mv |
2022-11-01T17:55:42Z |
dc.date.issued.fl_str_mv |
2022-09-07 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://hdl.handle.net/10438/32839 |
url |
https://hdl.handle.net/10438/32839 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
instname_str |
Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
collection |
Repositório Institucional do FGV (FGV Repositório Digital) |
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Repositório Institucional do FGV (FGV Repositório Digital) - Fundação Getulio Vargas (FGV) |
repository.mail.fl_str_mv |
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1810024115839434752 |