Reações a paradoxos : um estudo em organização de economia mista

• Autor(a) principal: França, Rafael Pedroza de
• Data de Publicação: 2018
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações do Mackenzie
• Texto Completo: http://dspace.mackenzie.br/handle/10899/23654
• topic: mudança organizacional; paradoxos; economia mista; público-privado; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS

The change in organizations is understood from a continuous perspective, inherent to human action and the result of social construction, made by actors in organizations, who continually rebuild habits of action and networks of beliefs. In the process of organizing, the salience of latent, contradictory, yet overlapping demands may arise, to what are called paradoxes, which hinder or encourage the development of organizations. With this in view and considering the importance of studies on paradoxes in organizations, we sought to focus the tensions involving the public-private binomial of public-private organizations, more specifically to understand the reactions of managers to these paradoxical tensions in the context of a process of which revised the mission and values of the organization. For that, a qualitative approach was employed, having as a research strategy the basic qualitative study. The data collection was carried out in a mixed economy company from the financial sector, from video transcripts, internal and public documents and qualitative interviews with eight business unit managers that serve medium and large companies. The results of the analysis showed three types of paradoxical tensions related to the public-private binomial: performance, belonging and learning, built by means of ambiguous messages, recursive cycles and system contradictions. The reactions to the tensions, as a result of the managers' interpretation of these tensions, feed into vicious cycles, which end up looking at the elements separately, through projections or divisions, which refer to dualities to areas, products, practices, times and different places, without facing them together. The process of change ended up (re) nourishing the already existing tensions, making them increasingly imbricated in the organizational system. As contributions, it was possible to collaborate in the understanding of paradoxical tensions, especially made salient in processes of change, besides offering managers the lens to understand the contradictions in the organizations. In addition, it has been shown that in some organizations the genesis itself may favor the existence of paradoxical tensions.