Resumo Esta pesquisa tem por objetivo compreender como a estratégia torna-se uma prática social em contextos submetidos a lógicas diversas da lógica capitalista. O estudo foi desenvolvido a partir de uma pesquisa narrativa em um empreendimento social, tendo esta organização o objetivo de potencializar os resultados de Escolas de Educação Especial por meio da gestão. A análise dos dados deu-se a partir da Tipologia proposta por O’Connor (2002) e das características da narrativa apresentadas por Pentland (1999). Para se tornar uma prática social em um contexto onde não o é, dá-se um exercício qualificado de sensegiving e sensemaking. Como resultados, observam-se: (a) a narrativa desenvolvida na conversação com os investidores é carregada de histórias situacionais; (b) a narrativa desenvolvida na conversação com o público atendido é carregada de histórias genéricas; e (c) o sentido dado pelos estrategistas e construído pelos diferentes praticantes dá-se em um processo narrativo de negociação de significado, cuja legitimidade está assentada nas histórias pessoais, e cuja plausibilidade, nas histórias genéricas e situacionais. Em termos de conclusão, entende-se que a estratégia se torna uma prática social na medida em que seus significados passam a ser compartilhados nesse novo espaço e então orientam as atividades (práxis) cotidianas da estratégia.
Este ensaio teórico objetivou analisar as concepções de estratégia e de estrategistas segundo diferentes vertentes: clássica, evolucionária, processual, sistêmica e estratégia como prática. Identificou-se que a concepção de estratégia varia entre as abordagens em relação a aspectos como influências teóricas, conceito de estratégia, finalidade da estratégia, protagonistas, processo estratégico, formação das estratégias, prazo para implementação e níveis de análise. A concepção de estrategista se modifica em relação à posição hierárquica, nível de racionalidade, função e atuação. Sobre temporalidade, formalização e racionalidade destaca-se que, em uma perspectiva evolucionária, há uma maior ênfase nas decisões limitadas de curto prazo, enquanto que, na clássica, a estratégia é constituída no longo prazo, com disponibilidade plena de racionalidade. O nível de análise pode direcionar a abrangência da pesquisa, haja vista que, na perspectiva da estratégia como prática, não poderá se limitar à narrativa do gerente de alto escalão e necessitará explorar a contribuição de todos os envolvidos no processo de fazer estratégia. Em contrapartida, uma visão evolucionária necessita explorar a realidade macroeconômica como diagnóstico para a formulação estratégica. Conclui-se que as concepções de estratégia e estrategista de acordo com cada vertente têm implicações diferentes para atuação de pesquisadores, docentes e gestores. Palavras-chave:Estratégia; Estrategista; Vertentes Teóricas. FROM CLASSIC STRATEGY TO THE STRATEGY AS PRACTICE: AN ANALYSIS OF THE CONCEPTS OF STRATEGY AND STRATEGISTS ABSTRACTThis theoretical essay aimed to analyze the concepts of strategy and strategists according to different approaches: classical, evolutionary, procedural, systemic and strategy as practice. It has been identified that the concept of strategy varies between approaches in relation to aspects such as theoretical influences, strategy concept, purpose of strategy, protagonists, strategic process, formation of strategies, deadline for implementation and levels of analysis. The concept of strategist changes in relation to the hierarchical position, level of rationality, role and performance. Regarding the temporality, formalization and rationality it is important to note that in an evolutionary perspective, there is a major emphasis on the short-term limited decisions, whereas in the classic one the strategy is constituted in the long-term, with total availability of rationality. The level of analysis can direct the scope of the research, considering that in the perspective of the strategy as practice, it will not be limited to the narrative of the high-level manager and it will be necessary to explore the contribution of everyone involved in the process of making strategy. On the other hand, a revolutionary view needs to explore the macroeconomic reality as a diagnostic for the strategic formulation. It is possible to conclude that the concepts of strategy and strategist according to each approach have different implications for the perform...
Knowledge about dismissal decision-making, particularly concerning the criteria used by managers in choosing who will be dismissed and why, is scarce. Considering the implications of such decisions for organizations and society, in this paper, we identify the seven most frequently used criteria in dismissal decisions and examine their importance for managers. We collected data through a survey among 385 managers and used the rational ranking and the multicriteria Analytic Hierarchy Process (AHP) to analyze them. The results show that commitment, performance records, and trust have the greatest impact on the dismissal decision, whereas interpersonal relationship, growth potential, and professional experience are considered secondary criteria. These results contribute to extending our knowledge about dismissal decisions and showing the most relevant criteria in these choices and the relevance assigned to each of the criteria so that greater transparency can be achieved. KEYWORDS | Decision-making, dismissal, dismissal criteria, human resources, analytic hierarchy process. RESUMO
Purpose -In this research we seek to understand how a social enterprise deals with the multiple tensions of organizational hybridism to achieve its strategic objectives.Design/methodology/approach -A qualitative single-case study was performed using longitudinal and in-depth data collection. For the analysis and interpretation of the data an abductive logic and narrative analysis were used.Findings -We concluded that the actors were involved in various openness practices for inclusion, transparency, flexibility, and horizontalization in the strategic process. We also found evidence that the practices of opening up the strategy support a translation process, thus minimizing the tensions of organizational hybridism. This translation process was redefined in the context of hybridism.Originality/value -This research showed that actor-network theory, in particular the translation perspective, is indicated for the study of social enterprises. Concerning the process of opening up the strategy, it is suggested that the process of horizontalizing relationships and flexibility is necessary in the strategic process, in addition to inclusion and transparency. Another contribution is related to the translation process in hybrid organizations, suggesting a reduction of the political imposition of roles and identities.
Cultivated and plant-based meats are substitutes for conventional animal meat products. As radical innovations, they may trigger profound social and economic changes. Despite the many benefits of alternative meats, such as environmental sustainability, animal welfare, human health and food safety, some unintended consequences remain unexplored in the literature. In this paper, we studied the potential impact of the meat production system transition on jobs. Using a survey, we compared opinions regarding the impact on jobs in Brazil, the United States and Europe, according to alternative protein experts. Our results showed the potential of plant-based and cultivated meat production to create new and higher-skilled jobs. The data analysis also suggested that the impact of novel food production systems on jobs in conventional meat production may be different for each stage of the value chain. In particular, the results showed a pressure point on animal farmers, who may be most affected in a fast transition scenario. Considering the studied geographical contexts, Brazilian professionals were more optimistic about the potential of plant-based and cultivated meat production to create new jobs. Our findings may provide new insights for the development of policies, measures and strategies that promote job creation, skills and income in view of the ongoing transition.
Este estudo objetivou analisar o desenvolvimento do ensino de estratégia em cursos de graduação em Administração de IES do Vale do Itajaí pela perspectiva de professores e de alunos. Revisam-se estudos sobre abordagens de estratégias, métodos e técnicas de ensino de estratégia e os papéis dos professores de estratégia. Realizou-se uma pesquisa qualitativa por meio de um estudo de caso coletivo com estudantes (grupos de foco) e professores (entrevistas em profundidade) de uma instituição privada e uma pública, além de pesquisa documental. Quanto ao corpo de conhecimento em estratégia, identificou-se a presença das abordagens clássicas. Ambas as IES trabalham com livros de autores clássicos nacionais e internacionais. Sobre os métodos pedagógicos, a IES “A” utiliza a interação entre a teoria de planejamento estratégico e a aplicação em uma empresa, enquanto a IES “B” privilegia as discussões teóricas. Quanto à tipificação de condutas, percebeu-se um padrão de ação dos professores no que tange à cobrança de leitura e à pontualidade na entrega de atividades. Os indivíduos (professores de estratégia) possuem ações específicas, sendo que essas ações são tipificadas como formas de ação, ou seja, padrões coletivamente objetivados de ensinar, de repassar ou de difundir o conhecimento de estratégia.
Motivated by an agenda for empirical research on decisions, we seek to understand how an issue or idea is labelled as a "decision". Based on the relational ontology, we used the Actor-Network Theory as a theoretical frame, and particularly the translation perspective. In order to understand the "process of formation and stabilization of decisions" focused on what makes actors act, we conducted an ethnographic study in a social enterprise for 30 months. Through narrative analysis, we propose the (trans)formative trajectories of decisions in which we describe the trajectory of these hybrid entities achieving the status of relative fixity labelled as "the decision". We understand the trajectory as an ongoing translation journey; thus, we tracked decisions in their trajectories of translation, packaging and legitimation. The elements of the organizational decision-making are re-signified as performative texts, which enter the network of relations. Therefore, decisions are (trans)formed on a journey of mediation among multiple actants. When objectified as crystallized texts, the decisions become performative, because they start to organize and participate in the constitution of the ongoing reality. This theoretical framework allowed us to extend the processual understanding of decision-making aligned with the relational ontology and the time-process perspective.
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