A cultura organizacional em Portugal: de dimensão oculta a principal activo intangível

• Autor(a) principal: Lopes, Albino
• Data de Publicação: 2010
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: https://doi.org/10.7559/gestaoedesenvolvimento.2010.127

The organizational culture has become one of the most recurring topics in the congresses, texts and lectures of the business schools, in the course of the last 30 years, without the subject having been, however, properly unveiled to the professionals and the scholars that work on it. Its popularity, as management fad, emerged in the 1980s, from the interpretation of American scholars on the success of the Japanese management, as a result from the adaptation to the national contingencies of the Anglo-Saxon beginnings of the scientific management of businesses, and, in particular, of the Taylorism associated to the measurement of quality. In this paper, the main authors are reviewed and it is proposed an integrated definition and reading grid, in order to be able to read, within a single interpretative matrix, the determinants of the national, professional and organizational culture. It was, thus, opted to revert the natural tendency to the polissemic of the more complex subjects, proceeding, naturally, to questionable options at various titles. The proposal reflects our conviction that, in an era marked by the organizational differentiation, the culture plays an integrating role, substituting more archaic figures of construction of internal cohesion, within the organizations, as is the case of the hierarchy or the market. From a few empirical studies it is proposed, also, a reading key of the Portuguese organizational culture, characterizing it on the basis of an approach preferentially clinical and ethnographic. It is risked, at last, an anchor idea/value of the Portuguese organizational culture. We designate it as adaptive culture instead of pointing towards the culture of rules as support of the cultural edifice of the Portuguese organizations. The virtualities of this cultural anchor, integrating the ability of empathy and the inventiveness of the Portuguese, due to the weak appetence towards the planning and management by process, may lead us, as a people, in the quest of the hope of making that cultural anchor one of the intangible assets more determining of the management of people in our country.