Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework
Autor(a) principal: | |
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Data de Publicação: | 2018 |
Tipo de documento: | Dissertação |
Idioma: | por |
Título da fonte: | Manancial - Repositório Digital da UFSM |
Texto Completo: | http://repositorio.ufsm.br/handle/1/16053 |
Resumo: | This study was developed with the purpose identify the relationships between the Structure and Strategy of Corporate Social Responsibility (CSR) and Dynamic Capabilities. In order to achieve the general objective, it was initially sought to analyze the stakeholder management of the organizations investigated. Next, we tried to identify CSR practices and classify them as reactive and proactive. After that, we tried to verify in which phase level of the CSR structure the organizations investigated were using the model proposed by Maon, Lindgreen and Swaen (2010). Finally, we sought to understand the CSR strategy used by the investigated organizations and based on the literature proposed by Sirsly and Lamertz (2008). For that, an exploratory-descriptive research, of a qualitative nature, was carried out through a case study with multiple units of analysis. Three organizations located in the states of Santa Catarina and Rio Grande do Sul participated in this study. Data collection was analyzed through the websites of the organizations and interviews with the main collaborators responsible for the Corporate Social Responsibility area of the organizations. protocol in the light of the models used. Afterwards, the data were analyzed following the content analysis proposed by Bardin (2011). With regard to the results found, it is important to note that Alfa, because it presents characteristics of the Strategic Stage, develops the Ability to Learn. The Beta because it is in a stage that is considered to be a Transition Stage of Care has the Interaction Capacity already well defined, but due to its particularities, it begins to present relative characteristics of the Ability to Learn. Finally, the Gama for being in a stage of greater evolution and manifesting attributes of both the Strategic Stage and the Transformation Stage can already develop both the Ability to Learn and the Ability to Change. Therefore, through the application of the proposed model it is possible to conclude that not necessarily an organization needs to present characteristics only of a stage or a capacity, it can present characteristics of two or more stages as well as being in a phase of transition between capacities and characteristics of more than one capacity. Therefore, Dynamic Capacities of CSR or as it was denominated in this study CSR Dynamics is necessary when an organization goes through a process of maturing of the CSR issues and passes from one stage to another. Also, even finding and classifying the CSR practices / actions of organizations, it is verified that no organization is totally proactive, otherwise there would be no need for learning to develop dynamic capacities to establish relationships with society. In general, the theoretical approaches that served as foundations for the development of this research, together with the empirical findings found, contributed to both the academic context and the business context. |
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2019-04-03T13:58:12Z2019-04-03T13:58:12Z2018-02-26http://repositorio.ufsm.br/handle/1/16053This study was developed with the purpose identify the relationships between the Structure and Strategy of Corporate Social Responsibility (CSR) and Dynamic Capabilities. In order to achieve the general objective, it was initially sought to analyze the stakeholder management of the organizations investigated. Next, we tried to identify CSR practices and classify them as reactive and proactive. After that, we tried to verify in which phase level of the CSR structure the organizations investigated were using the model proposed by Maon, Lindgreen and Swaen (2010). Finally, we sought to understand the CSR strategy used by the investigated organizations and based on the literature proposed by Sirsly and Lamertz (2008). For that, an exploratory-descriptive research, of a qualitative nature, was carried out through a case study with multiple units of analysis. Three organizations located in the states of Santa Catarina and Rio Grande do Sul participated in this study. Data collection was analyzed through the websites of the organizations and interviews with the main collaborators responsible for the Corporate Social Responsibility area of the organizations. protocol in the light of the models used. Afterwards, the data were analyzed following the content analysis proposed by Bardin (2011). With regard to the results found, it is important to note that Alfa, because it presents characteristics of the Strategic Stage, develops the Ability to Learn. The Beta because it is in a stage that is considered to be a Transition Stage of Care has the Interaction Capacity already well defined, but due to its particularities, it begins to present relative characteristics of the Ability to Learn. Finally, the Gama for being in a stage of greater evolution and manifesting attributes of both the Strategic Stage and the Transformation Stage can already develop both the Ability to Learn and the Ability to Change. Therefore, through the application of the proposed model it is possible to conclude that not necessarily an organization needs to present characteristics only of a stage or a capacity, it can present characteristics of two or more stages as well as being in a phase of transition between capacities and characteristics of more than one capacity. Therefore, Dynamic Capacities of CSR or as it was denominated in this study CSR Dynamics is necessary when an organization goes through a process of maturing of the CSR issues and passes from one stage to another. Also, even finding and classifying the CSR practices / actions of organizations, it is verified that no organization is totally proactive, otherwise there would be no need for learning to develop dynamic capacities to establish relationships with society. In general, the theoretical approaches that served as foundations for the development of this research, together with the empirical findings found, contributed to both the academic context and the business context.Este estudo foi desenvolvido com o objetivo de identificar as relações existentes entre a Estrutura e Estratégia de Responsabilidade Social Corporativa (RSC) com as Capacidades Dinâmicas. Para o alcance do objetivo geral proposto, inicialmente, buscou-se analisar a gestão dos stakeholders das organizações investigadas. A seguir, procurou-se identificar as práticas de RSC e classifica-las entre reativas e proativas. Após, buscou-se verificar em qual nível de fase da estrutura de RSC as organizações investigadas se encontravam utilizando o modelo proposto por Maon, Lindgreen e Swaen (2010). E, por último, buscou-se compreender a estratégia de RSC utilizada pelas organizações investigadas e utilizando como base a literatura proposta por Sirsly e Lamertz (2008). Para tanto, realizou-se uma pesquisa de caráter exploratório-descritivo, de natureza qualitativa, concretizada por meio de um estudo de caso com múltiplas unidades de análise. Participaram desse estudo três organizações localizadas nos estados de Santa Catarina e Rio Grande do Sul. Para a coleta de dados foram analisados documentos disponíveis nos websites das organizações e realização de entrevistas com os principais colaboradores responsáveis pela área de Responsabilidade Social Corporativa das organizações, sendo o protocolo elaborado à luz dos modelos utilizados. Após, os dados foram analisados seguindo a análise de conteúdo proposta por Bardin (2011). No que se refere aos resultados encontrados, destaca-se que a Alfa por apresentar características do Estágio Estratégico desenvolve a Capacidade de Aprender. A Beta por estar em um estágio que é considerado de transição Estágio de Cuidado possui a Capacidade de Interação já bem definida, mas, devido as suas particularidades, começa a apresentar características relativas da Capacidade de Aprender. Por fim, a Gama por estar em estágio de maior evolução e manifestar atributos tanto do Estágio Estratégico como do Estágio de Transformação já consegue desenvolve tanto a Capacidade de Aprender como a Capacidade de Mudança. Logo, por meio da aplicação do modelo proposto é possível concluir que não necessariamente uma organização precisa apresentar características apenas de um estágio ou de uma capacidade, ela pode apresentar características de dois ou mais estágios bem como estar em uma fase de transição entre as capacidades e apresentar características de mais de uma capacidade. Portanto, Capacidades Dinâmicas de RSC ou conforme foi denominado nesse estudo RSC Dinâmica é necessária quando uma organização passa por um processo de amadurecimento das questões de RSC e passa de um estágio para outro. Também, mesmo encontrando e classificando as práticas/ações de RSC proativas das organizações, verifica-se que nenhuma organização é totalmente proativa, caso contrário não existiria a necessidade de aprendizado para o desenvolvimento de capacidades dinâmicas para se estabelecer relações com a sociedade. De modo geral, as abordagens teóricas que serviram como fundamentos para o desenvolvimento da presente pesquisa, juntamente com as constatações empíricas encontradas trouxeram contribuições tanto para o contexto acadêmico quanto para o contexto empresarial.Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPESporUniversidade Federal de Santa MariaCentro de Ciências Sociais e HumanasPrograma de Pós-Graduação em AdministraçãoUFSMBrasilAdministraçãoAttribution-NonCommercial-NoDerivatives 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/openAccessEstrutura de RSCEstratégia de RSCCapacidades dinâmicasRSC dinâmicaStructure of CSRCSR strategyDynamic capabilitiesCSR dynamicsCNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAORelações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de FrameworkRelations between structure and strategy CSR with dynamic capabilities: a Framework proposalinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisMoura, Gilnei Luiz dehttp://lattes.cnpq.br/6056533356349635Campos, Simone Alves Pacheco dehttp://lattes.cnpq.br/2403565845137368Neutzling, Daiane Mullinghttp://lattes.cnpq.br/5914874079788560http://lattes.cnpq.br/2739133795521111Machado, Emanuelly Comoretto600200000006600e8d6ea8f-4e36-402b-8444-a20119a7bf284372cce6-931f-4fc4-94d4-f232f4cde3ae1b2b97d8-c2bf-4bea-b035-c192573f74718e4e8b74-ebac-447f-887f-0a23fb89855areponame:Manancial - Repositório Digital da UFSMinstname:Universidade Federal de Santa Maria (UFSM)instacron:UFSMCC-LICENSElicense_rdflicense_rdfapplication/rdf+xml; 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dc.title.por.fl_str_mv |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
dc.title.alternative.eng.fl_str_mv |
Relations between structure and strategy CSR with dynamic capabilities: a Framework proposal |
title |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
spellingShingle |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework Machado, Emanuelly Comoretto Estrutura de RSC Estratégia de RSC Capacidades dinâmicas RSC dinâmica Structure of CSR CSR strategy Dynamic capabilities CSR dynamics CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
title_short |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
title_full |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
title_fullStr |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
title_full_unstemmed |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
title_sort |
Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework |
author |
Machado, Emanuelly Comoretto |
author_facet |
Machado, Emanuelly Comoretto |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
Moura, Gilnei Luiz de |
dc.contributor.advisor1Lattes.fl_str_mv |
http://lattes.cnpq.br/6056533356349635 |
dc.contributor.referee1.fl_str_mv |
Campos, Simone Alves Pacheco de |
dc.contributor.referee1Lattes.fl_str_mv |
http://lattes.cnpq.br/2403565845137368 |
dc.contributor.referee2.fl_str_mv |
Neutzling, Daiane Mulling |
dc.contributor.referee2Lattes.fl_str_mv |
http://lattes.cnpq.br/5914874079788560 |
dc.contributor.authorLattes.fl_str_mv |
http://lattes.cnpq.br/2739133795521111 |
dc.contributor.author.fl_str_mv |
Machado, Emanuelly Comoretto |
contributor_str_mv |
Moura, Gilnei Luiz de Campos, Simone Alves Pacheco de Neutzling, Daiane Mulling |
dc.subject.por.fl_str_mv |
Estrutura de RSC Estratégia de RSC Capacidades dinâmicas RSC dinâmica |
topic |
Estrutura de RSC Estratégia de RSC Capacidades dinâmicas RSC dinâmica Structure of CSR CSR strategy Dynamic capabilities CSR dynamics CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
dc.subject.eng.fl_str_mv |
Structure of CSR CSR strategy Dynamic capabilities CSR dynamics |
dc.subject.cnpq.fl_str_mv |
CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
description |
This study was developed with the purpose identify the relationships between the Structure and Strategy of Corporate Social Responsibility (CSR) and Dynamic Capabilities. In order to achieve the general objective, it was initially sought to analyze the stakeholder management of the organizations investigated. Next, we tried to identify CSR practices and classify them as reactive and proactive. After that, we tried to verify in which phase level of the CSR structure the organizations investigated were using the model proposed by Maon, Lindgreen and Swaen (2010). Finally, we sought to understand the CSR strategy used by the investigated organizations and based on the literature proposed by Sirsly and Lamertz (2008). For that, an exploratory-descriptive research, of a qualitative nature, was carried out through a case study with multiple units of analysis. Three organizations located in the states of Santa Catarina and Rio Grande do Sul participated in this study. Data collection was analyzed through the websites of the organizations and interviews with the main collaborators responsible for the Corporate Social Responsibility area of the organizations. protocol in the light of the models used. Afterwards, the data were analyzed following the content analysis proposed by Bardin (2011). With regard to the results found, it is important to note that Alfa, because it presents characteristics of the Strategic Stage, develops the Ability to Learn. The Beta because it is in a stage that is considered to be a Transition Stage of Care has the Interaction Capacity already well defined, but due to its particularities, it begins to present relative characteristics of the Ability to Learn. Finally, the Gama for being in a stage of greater evolution and manifesting attributes of both the Strategic Stage and the Transformation Stage can already develop both the Ability to Learn and the Ability to Change. Therefore, through the application of the proposed model it is possible to conclude that not necessarily an organization needs to present characteristics only of a stage or a capacity, it can present characteristics of two or more stages as well as being in a phase of transition between capacities and characteristics of more than one capacity. Therefore, Dynamic Capacities of CSR or as it was denominated in this study CSR Dynamics is necessary when an organization goes through a process of maturing of the CSR issues and passes from one stage to another. Also, even finding and classifying the CSR practices / actions of organizations, it is verified that no organization is totally proactive, otherwise there would be no need for learning to develop dynamic capacities to establish relationships with society. In general, the theoretical approaches that served as foundations for the development of this research, together with the empirical findings found, contributed to both the academic context and the business context. |
publishDate |
2018 |
dc.date.issued.fl_str_mv |
2018-02-26 |
dc.date.accessioned.fl_str_mv |
2019-04-03T13:58:12Z |
dc.date.available.fl_str_mv |
2019-04-03T13:58:12Z |
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 |
http://repositorio.ufsm.br/handle/1/16053 |
url |
http://repositorio.ufsm.br/handle/1/16053 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.cnpq.fl_str_mv |
600200000006 |
dc.relation.confidence.fl_str_mv |
600 |
dc.relation.authority.fl_str_mv |
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dc.rights.driver.fl_str_mv |
Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/ info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/ |
eu_rights_str_mv |
openAccess |
dc.publisher.none.fl_str_mv |
Universidade Federal de Santa Maria Centro de Ciências Sociais e Humanas |
dc.publisher.program.fl_str_mv |
Programa de Pós-Graduação em Administração |
dc.publisher.initials.fl_str_mv |
UFSM |
dc.publisher.country.fl_str_mv |
Brasil |
dc.publisher.department.fl_str_mv |
Administração |
publisher.none.fl_str_mv |
Universidade Federal de Santa Maria Centro de Ciências Sociais e Humanas |
dc.source.none.fl_str_mv |
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Universidade Federal de Santa Maria (UFSM) |
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UFSM |
institution |
UFSM |
reponame_str |
Manancial - Repositório Digital da UFSM |
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Manancial - Repositório Digital da UFSM |
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