Adaptação estratégica organizacional: um estudo de caso em uma empresa do setor calçadista do Vale dos Sinos - RS

• Autor(a) principal: Zanini, Marcia Regina Kaiser
• Data de Publicação: 2003
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Manancial - Repositório Digital da UFSM
• dARK ID: ark:/26339/001300000vmfh
• Texto Completo: http://repositorio.ufsm.br/handle/1/27269
• topic: Adaptação estratégica; Estratégia; Mudança organizacional; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO

The present study describes and analyses the process of strategic organizational adaptation in a shoe company in ‘Sinos’ valley, in Rio Grande do Sul state, from 1990 to 2002. In broad terms, it interprets this process emphasizing what strategic changes occurred during this period, how they happened and what internal or external factors caused them. The methodology used, for its development, was a simple case study, with a qualitative approach. The longitudinal and historical analysis combining the procedures of the direct research approach (Mintzberg and McHugh, 1985) with those ones of the grounded-theory (Glaser and Strauss, 1967) approach has also been used. The organization analysis was made by dividing the period into three strategic ones based on the main critical events which took place in the company. For each one of these strategic periods, a theorical analysis, not based on theorical models defined previously, was carried out, but with the support from approaches that helped in the interpretation and the understanding of those strategic changes. Such analysis made possible the understanding of events and their meanings, imputed to actors, from the usage of the existing theorical approaches and the perception and identification of those facts in the studied company. The principal stakeholders in the process of strategic adaptation were analysed after defining the strategic periods. The result obtained tells that, besides existing other stakeholders, the federal government and the export companies are the ones which have bigger influence in this process. Finally, it has been concluded that the interpretation of that dominant coalition over the conditions of those internal and external environments in a company, constituted, mainly, by the action of stakeholders, originated a group of ideas which promoted the strategic changes in business, shaping its process of organizational strategic adaptation.