Abstract:No presente estudo nos propomos analisar aspectos culturais como fatores de aceitação ou resistência ao processo de aquisição do Banco Noroeste pelo Banco Santander. Os dados foram coletados junto a dois grupos de funcionários (administrativo, com funções rotineiras e operacional, com cargos de direção) de uma agência específica daquela organização. Em termos dos aspectos culturais, a ênfase recaiu sobre crenças e valores compartilhados naqueles grupos, identificados por meio de entrevistas semi-estruturadas, … Show more
“…The same institutional theory also suggests that the absence of an obvious relationship between environmentally prescribed practices and operational efficiency should create a circumstance of disconnection between the apparent, symbolic dimension and the concrete, operational dimension of organizational structures and processes (mainly in Meyer & Rowan, 1977). This is not what we see, however, because alongside the formal structures, or in addition to them, actual control practices based on stress are being used -sometimes without the resource of the symbolic dimension, or by trying to disguise this dimension -with the clear idea of obtaining efficiency and greater productivity (see, for example, Crubellate, 2003;Rossini, Crubellate, & Mendes, 2001).…”
Section: The Institutionalization Of Organizational Processes: the MImentioning
Sometimes organizations described as benevolent, focusing on stable procedures and cordial relations are regarded as examples of collective indolence and likely to be out-competed by aggressive, merciless and stressprone organizations. In this paper we suggest that some managers and organizations follow a requisite stress principle, according to which stress inside organizations is treated as a variable to be equated to the stress level perceived to prevail in the institutionalized environment the organization operates. We thus predict the relationship between stress-inducing practices, individual responses and performance to be recursively explained. When organizations induce stress at levels that are different from those admitted institutionally as normal levels, there will be a negative response to this induction. When induced stress levels are considered excessive, activities will be inhibited because fear will control the capacity of people to deal with situations and act in an appropriate manner. The validity of this principle implies that control of stress in organizations is as complex as the level of stress in society: it will depend on the control of stress levels coming from society. The principle consequently puts an end to any management aspirations to use stress as a managing mechanism and for inducing behavior.
“…The same institutional theory also suggests that the absence of an obvious relationship between environmentally prescribed practices and operational efficiency should create a circumstance of disconnection between the apparent, symbolic dimension and the concrete, operational dimension of organizational structures and processes (mainly in Meyer & Rowan, 1977). This is not what we see, however, because alongside the formal structures, or in addition to them, actual control practices based on stress are being used -sometimes without the resource of the symbolic dimension, or by trying to disguise this dimension -with the clear idea of obtaining efficiency and greater productivity (see, for example, Crubellate, 2003;Rossini, Crubellate, & Mendes, 2001).…”
Section: The Institutionalization Of Organizational Processes: the MImentioning
Sometimes organizations described as benevolent, focusing on stable procedures and cordial relations are regarded as examples of collective indolence and likely to be out-competed by aggressive, merciless and stressprone organizations. In this paper we suggest that some managers and organizations follow a requisite stress principle, according to which stress inside organizations is treated as a variable to be equated to the stress level perceived to prevail in the institutionalized environment the organization operates. We thus predict the relationship between stress-inducing practices, individual responses and performance to be recursively explained. When organizations induce stress at levels that are different from those admitted institutionally as normal levels, there will be a negative response to this induction. When induced stress levels are considered excessive, activities will be inhibited because fear will control the capacity of people to deal with situations and act in an appropriate manner. The validity of this principle implies that control of stress in organizations is as complex as the level of stress in society: it will depend on the control of stress levels coming from society. The principle consequently puts an end to any management aspirations to use stress as a managing mechanism and for inducing behavior.
In this research, we addressed the meeting of cultures, with the aim of exploring the relationship of symbolic in a financial institution, then the process of acquiring another institution. The theoretical approach is used to analyze the perspective of Elias and Scotson (1994) on the processes of stigmatization of foreign social groups as a crucial factor in understanding the relationship of symbolic, the concept of Robert Park on marginal man and the concept of Turner on liminality. As a result, we show that members of the acquired company are seen as those who threaten the established culture.En esta investigación, abordamos el encuentro de culturas, con el objetivo de explorar las relaciones de dominación simbólica en una institución financiera, posteriormente al proceso de adquisición de otra institución. El abordaje teórico utilizado para el análisis es la perspectiva de Elias y Scotson (1994) sobre los procesos de estigmatización de los grupos sociales extranjeros como factor crucial en el entendimiento de la relación de dominación simbólica, el concepto de Robert Park sobre el hombre marginal y de Turner sobre liminaridad. Como resultados, evidenciamos que los miembros de la empresa adquirida son vistos como aquellos que amenazan la cultura establecida.Nesta pesquisa, abordamos o encontro das culturas, com o objetivo de explorar as relações de dominação simbólica em uma instituição financeira, após o processo de aquisição de outra instituição. A abordagem teórica utilizada para a análise é a perspectiva de Elias e Scotson (1994) sobre os processos de estigmatização de grupos sociais estrangeiros como fator crucial na compreensão da relação de dominação simbólica, o conceito de Robert Park no homem marginal e Turner na liminaridade. Como resultados, mostramos que os membros da empresa adquirida são vistos como aqueles que ameaçam a cultura estabelecida.
Neste artigo, utilizaremos o conceito de identidade social para analisar um estudo de caso efetuado a partir da metodologia etnográfica. Basearemos a nossa análise nos trabalhos de Sainsaulieu, Luc Boltanski e Laurent Thévenot, bem como nos trabalhos de autores brasileiros que realizam pesquisas nesta área, para mostrar como a Natura desenvolveu suas diferentes estratégias de venda e políticas de gestão de pessoas de forma indutiva, observando o comportamento de seus diferentes grupos de vendedoras e "consultoras de beleza" e recuperando os diferentes significados que estas atribuem ao seu trabalho. Discutiremos o conceito de identidade social, consolidada a partir da atribuição de reconhecimento social ao indivíduo dentro de um universo simbólico específico. Apresentaremos brevemente os diferentes "universos de significação" definidos pelos autores acima e mostraremos como cada um deles oferece diferentes medidas de valor social e legitimação aos indivíduos, que consolidam identidades distintas e fundamentam suas escolhas e ações a partir dos mesmos. A conclusão do artigo, baseada no estudo de caso, mostra a importância da análise sociológica fenomenológica para a análise organizacional.
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