The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal
Autor(a) principal: | |
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Data de Publicação: | 2021 |
Outros Autores: | , , , |
Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | Research, Society and Development |
Texto Completo: | https://rsdjournal.org/index.php/rsd/article/view/12580 |
Resumo: | The present work endeavours to propose a reinterpretation of the SWOT Matrix, through a new model adapted to modern organizations’ demands and renovations, focusing on a more robust and specific definition of its categories – strengths, weaknesses, opportunities and threats. The research was divided into two stages: i) bibliographic and documentary research; and ii) action research with participant observation. It took place in a British company specialised in business intelligence between the years of 2014 to 2016, wherein the progress of the utilization and adaptation of the SWOT analysis to the competitive demands of the organization was evaluated. Based on documentary and empirical evidence, the authors proposed a re-reading of the SWOT Matrix in which each category is divided into five subcategories, offering guidance to support a more robust analysis. The strengths and weaknesses are divided into the following categories: i) symptomatic; ii) asleep; iii) constant; iv) circumstantial; and iv) tangible. Opportunities are divided into the following categories: i) explored; ii) temporary; iii) wasted; iv) inaccessible; and v) disguised. Finally, threats were classified as i) constant; ii) temporary; iii) asleep; iv) provoked; and v) disguised. The article contributes to the literature and practice of strategic management by offering an alternative to address the difficulties in defining the categories within the SWOT Matrix, creating subcategories not previously raised in the literature so that it can embrace with more precision strengths and weaknesses and better evaluate opportunities and threats, thus validating the continued use of this tool. |
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The SWOT Matrix and its Subdimensions: A Conceptual Innovation ProposalLa Matriz SWOT y sus Subdimensiones: Una propuesta de innovación conceptualA Matriz SWOT e suas Subdimensões: Uma Proposta de Inovação ConceitualMatriz SWOTTomada de DecisãoEstratégiaFerramentas estratégicas.Matriz DAFOToma de DecisionesEstrategiaHerramientas estratégicas.SWOT matrixDecision-makingStrategyStrategic tools.The present work endeavours to propose a reinterpretation of the SWOT Matrix, through a new model adapted to modern organizations’ demands and renovations, focusing on a more robust and specific definition of its categories – strengths, weaknesses, opportunities and threats. The research was divided into two stages: i) bibliographic and documentary research; and ii) action research with participant observation. It took place in a British company specialised in business intelligence between the years of 2014 to 2016, wherein the progress of the utilization and adaptation of the SWOT analysis to the competitive demands of the organization was evaluated. Based on documentary and empirical evidence, the authors proposed a re-reading of the SWOT Matrix in which each category is divided into five subcategories, offering guidance to support a more robust analysis. The strengths and weaknesses are divided into the following categories: i) symptomatic; ii) asleep; iii) constant; iv) circumstantial; and iv) tangible. Opportunities are divided into the following categories: i) explored; ii) temporary; iii) wasted; iv) inaccessible; and v) disguised. Finally, threats were classified as i) constant; ii) temporary; iii) asleep; iv) provoked; and v) disguised. The article contributes to the literature and practice of strategic management by offering an alternative to address the difficulties in defining the categories within the SWOT Matrix, creating subcategories not previously raised in the literature so that it can embrace with more precision strengths and weaknesses and better evaluate opportunities and threats, thus validating the continued use of this tool.El presente trabajo tiene como objetivo proponer una relectura del análisis SWOT, presentando un modelo adecuado a las demandas y transformaciones de las organizaciones modernas, enfocándose en una definición más robusta y específica de las categorías de la matriz SWOT - fortalezas, oportunidades, debilidades, amenazas. La investigación se dividió en dos etapas: i) investigación bibliográfica y documental; e ii) investigación-acción con observación participante. Durante el período de 2014 a 2016 en una empresa británica del ramo de Business Intelligence, se pudo evaluar el progreso del uso y adaptación del análisis SWOT a las exigencias de competitividad. Con base en evidencia documental y empírica, los autores propusieron una relectura de la SWOT en la que cada una de las dimensiones originales se subdivide en cinco subcategorías, ofreciendo así una herramienta para sustentar análisis más detallados y robustos. Las fortalezas y debilidades se dividen en las siguientes categorías: i) sintomáticas; ii) dormido; iii) constantes; iv) circunstancial; iv) tangible. Las oportunidades se dividen en: i) exploradas; ii) pasajeros; iii) desperdiciado; iv) inaccesible; v) disfrazado. Finalmente, las amenazas se dividen en: i) constantes; ii) pasajeros; iii) dormido; iv) provocado; v) disfrazado. Este trabajo contribuye a la literatura y la práctica de la gestión estratégica al ofrecer una alternativa para abordar las dificultades de precisión en la definición de las categorías de la Matriz SWOT, creando subcategorías hasta ahora no planteadas en la literatura, validando así el uso continuado de esta herramienta.O presente trabalho objetiva propor uma releitura da análise SWOT, apresentando um modelo adequado às demandas e transformações das organizações modernas, focando em uma definição mais robusta e específica das categorias da matriz SWOT – forças fraquezas, oportunidades e ameaças. A pesquisa foi dividida em duas etapas: i) pesquisa bibliográfica e documental; e ii) pesquisa-ação com observação participante. Durante o período de 2014 a 2016 em uma empresa Britânica no ramo de Business Intelligence, pôde-se avaliar o progresso do uso e da adaptação da análise SWOT às demandas de competitividade. Baseados nas evidências documentais e empíricas, os autores propuseram uma releitura da MATRIZ SWOT em que cada uma das dimensões originais é subdividida em cinco subcategorias, oferecendo assim, uma ferramenta para dar suporte a análises mais detalhadas e robustas. As forças e fraquezas são divididas nas seguintes categorias: i) sintomáticas; ii) adormecidas; iii) constantes; iv) circunstanciais; e iv) tangíveis. As oportunidades são divididas nas seguintes categorias: i) exploradas; ii) passageiras; iii) desperdiçadas; iv) inacessíveis; e v) disfarçadas. Por fim, as ameaças apresentam as seguintes subcategorias: i) constantes; ii) passageiras; iii) adormecidas; iv) provocadas; e v) disfarçadas. Este trabalho contribui com a literatura e a prática da gestão estratégica ao oferecer uma alternativa para endereçar as dificuldades de precisão na definição das categorias da Matriz SWOT, criando subcategorias até então não levantadas na literatura para que se possa mais precisamente abarcar forças e fraquezas e melhor avaliar oportunidades e ameaças, validando assim, a continuidade do uso desta ferramenta.Research, Society and Development2021-02-14info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://rsdjournal.org/index.php/rsd/article/view/1258010.33448/rsd-v10i2.12580Research, Society and Development; Vol. 10 No. 2; e25710212580Research, Society and Development; Vol. 10 Núm. 2; e25710212580Research, Society and Development; v. 10 n. 2; e257102125802525-3409reponame:Research, Society and Developmentinstname:Universidade Federal de Itajubá (UNIFEI)instacron:UNIFEIporhttps://rsdjournal.org/index.php/rsd/article/view/12580/11239Copyright (c) 2021 João Florêncio da Costa Júnior; Diogo de Menezes Cortês Bezerra; Eric Lucas dos Santos Cabral; Rosângela Carmelita Pessoa Moreno; Ahanna Kiaara Souza Pireshttps://creativecommons.org/licenses/by/4.0info:eu-repo/semantics/openAccessCosta Júnior, João Florêncio da Bezerra, Diogo de Menezes Cortês Cabral, Eric Lucas dos Santos Moreno, Rosângela Carmelita Pessoa Pires, Ahanna Kiaara Souza 2021-03-02T09:32:39Zoai:ojs.pkp.sfu.ca:article/12580Revistahttps://rsdjournal.org/index.php/rsd/indexPUBhttps://rsdjournal.org/index.php/rsd/oairsd.articles@gmail.com2525-34092525-3409opendoar:2024-01-17T09:34:06.956484Research, Society and Development - Universidade Federal de Itajubá (UNIFEI)false |
dc.title.none.fl_str_mv |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal La Matriz SWOT y sus Subdimensiones: Una propuesta de innovación conceptual A Matriz SWOT e suas Subdimensões: Uma Proposta de Inovação Conceitual |
title |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal |
spellingShingle |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal Costa Júnior, João Florêncio da Matriz SWOT Tomada de Decisão Estratégia Ferramentas estratégicas. Matriz DAFO Toma de Decisiones Estrategia Herramientas estratégicas. SWOT matrix Decision-making Strategy Strategic tools. |
title_short |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal |
title_full |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal |
title_fullStr |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal |
title_full_unstemmed |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal |
title_sort |
The SWOT Matrix and its Subdimensions: A Conceptual Innovation Proposal |
author |
Costa Júnior, João Florêncio da |
author_facet |
Costa Júnior, João Florêncio da Bezerra, Diogo de Menezes Cortês Cabral, Eric Lucas dos Santos Moreno, Rosângela Carmelita Pessoa Pires, Ahanna Kiaara Souza |
author_role |
author |
author2 |
Bezerra, Diogo de Menezes Cortês Cabral, Eric Lucas dos Santos Moreno, Rosângela Carmelita Pessoa Pires, Ahanna Kiaara Souza |
author2_role |
author author author author |
dc.contributor.author.fl_str_mv |
Costa Júnior, João Florêncio da Bezerra, Diogo de Menezes Cortês Cabral, Eric Lucas dos Santos Moreno, Rosângela Carmelita Pessoa Pires, Ahanna Kiaara Souza |
dc.subject.por.fl_str_mv |
Matriz SWOT Tomada de Decisão Estratégia Ferramentas estratégicas. Matriz DAFO Toma de Decisiones Estrategia Herramientas estratégicas. SWOT matrix Decision-making Strategy Strategic tools. |
topic |
Matriz SWOT Tomada de Decisão Estratégia Ferramentas estratégicas. Matriz DAFO Toma de Decisiones Estrategia Herramientas estratégicas. SWOT matrix Decision-making Strategy Strategic tools. |
description |
The present work endeavours to propose a reinterpretation of the SWOT Matrix, through a new model adapted to modern organizations’ demands and renovations, focusing on a more robust and specific definition of its categories – strengths, weaknesses, opportunities and threats. The research was divided into two stages: i) bibliographic and documentary research; and ii) action research with participant observation. It took place in a British company specialised in business intelligence between the years of 2014 to 2016, wherein the progress of the utilization and adaptation of the SWOT analysis to the competitive demands of the organization was evaluated. Based on documentary and empirical evidence, the authors proposed a re-reading of the SWOT Matrix in which each category is divided into five subcategories, offering guidance to support a more robust analysis. The strengths and weaknesses are divided into the following categories: i) symptomatic; ii) asleep; iii) constant; iv) circumstantial; and iv) tangible. Opportunities are divided into the following categories: i) explored; ii) temporary; iii) wasted; iv) inaccessible; and v) disguised. Finally, threats were classified as i) constant; ii) temporary; iii) asleep; iv) provoked; and v) disguised. The article contributes to the literature and practice of strategic management by offering an alternative to address the difficulties in defining the categories within the SWOT Matrix, creating subcategories not previously raised in the literature so that it can embrace with more precision strengths and weaknesses and better evaluate opportunities and threats, thus validating the continued use of this tool. |
publishDate |
2021 |
dc.date.none.fl_str_mv |
2021-02-14 |
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://rsdjournal.org/index.php/rsd/article/view/12580 10.33448/rsd-v10i2.12580 |
url |
https://rsdjournal.org/index.php/rsd/article/view/12580 |
identifier_str_mv |
10.33448/rsd-v10i2.12580 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://rsdjournal.org/index.php/rsd/article/view/12580/11239 |
dc.rights.driver.fl_str_mv |
https://creativecommons.org/licenses/by/4.0 info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
https://creativecommons.org/licenses/by/4.0 |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Research, Society and Development |
publisher.none.fl_str_mv |
Research, Society and Development |
dc.source.none.fl_str_mv |
Research, Society and Development; Vol. 10 No. 2; e25710212580 Research, Society and Development; Vol. 10 Núm. 2; e25710212580 Research, Society and Development; v. 10 n. 2; e25710212580 2525-3409 reponame:Research, Society and Development instname:Universidade Federal de Itajubá (UNIFEI) instacron:UNIFEI |
instname_str |
Universidade Federal de Itajubá (UNIFEI) |
instacron_str |
UNIFEI |
institution |
UNIFEI |
reponame_str |
Research, Society and Development |
collection |
Research, Society and Development |
repository.name.fl_str_mv |
Research, Society and Development - Universidade Federal de Itajubá (UNIFEI) |
repository.mail.fl_str_mv |
rsd.articles@gmail.com |
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1797052670272339968 |