Modelo Integrador de Formação da Estratégia: Um Estudo de Caso
<p class="Pargrafo" style="text-indent: 0cm;"><span style="font-size: 11.0pt; mso-ansi-language: EN-US;" lang="EN-US">The changes in strategies can affect the organizations in internal and external context in which they are being analyzed. The theo...
| Main Authors: | , |
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| Format: | Article |
| Language: | Spanish |
| Published: |
Programa de Pós-Graduação em Administração da Faculdade de Administração e Economia
2013-07-01
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| Series: | Revista Organizações em Contexto |
| Subjects: | |
| Online Access: | https://www.metodista.br/revistas/revistas-metodista/index.php/OC/article/view/3335 |
| _version_ | 1811233816247795712 |
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| author | Gisele Tajujá Martins Rosalia Barbosa Lavarda |
| author_facet | Gisele Tajujá Martins Rosalia Barbosa Lavarda |
| author_sort | Gisele Tajujá Martins |
| collection | DOAJ |
| description | <p class="Pargrafo" style="text-indent: 0cm;"><span style="font-size: 11.0pt; mso-ansi-language: EN-US;" lang="EN-US">The changes in strategies can affect the organizations in internal and external context in which they are being analyzed. The theory suggests that strategies can be formed in different organizational levels being either <em>top-down</em> (deliberate) as a <em>bottom-up</em> (emergent) depending on the needs of the organization, leading to an integrated strategy formation process (<em>middle-up-down</em>). The aim of this study was to identify how the strategy formation process occurs from the perspective of decision-making processes: <em>top-down</em>, <em>bottom-up</em> and <em>middle-up-down</em>. We adopted a qualitative methodology, through the single case study (Eisenhardt, 1989). Data collection was done through interviews, document analysis and direct observation. After analyzing the results we can observe that, although the institution has deliberate strategies, the strategy formation process and decision-making process are modeled as an integrative, with a balance between rationality, vision, participation and resilience.</span></p> <p class="MsoNormal"> </p> |
| first_indexed | 2024-04-12T11:26:53Z |
| format | Article |
| id | doaj.art-c0fabf76648a4135a940f9a16f70de30 |
| institution | Directory Open Access Journal |
| issn | 1809-1040 1982-8756 |
| language | Spanish |
| last_indexed | 2024-04-12T11:26:53Z |
| publishDate | 2013-07-01 |
| publisher | Programa de Pós-Graduação em Administração da Faculdade de Administração e Economia |
| record_format | Article |
| series | Revista Organizações em Contexto |
| spelling | doaj.art-c0fabf76648a4135a940f9a16f70de302022-12-22T03:35:13ZspaPrograma de Pós-Graduação em Administração da Faculdade de Administração e EconomiaRevista Organizações em Contexto1809-10401982-87562013-07-01917Modelo Integrador de Formação da Estratégia: Um Estudo de CasoGisele Tajujá MartinsRosalia Barbosa Lavarda<p class="Pargrafo" style="text-indent: 0cm;"><span style="font-size: 11.0pt; mso-ansi-language: EN-US;" lang="EN-US">The changes in strategies can affect the organizations in internal and external context in which they are being analyzed. The theory suggests that strategies can be formed in different organizational levels being either <em>top-down</em> (deliberate) as a <em>bottom-up</em> (emergent) depending on the needs of the organization, leading to an integrated strategy formation process (<em>middle-up-down</em>). The aim of this study was to identify how the strategy formation process occurs from the perspective of decision-making processes: <em>top-down</em>, <em>bottom-up</em> and <em>middle-up-down</em>. We adopted a qualitative methodology, through the single case study (Eisenhardt, 1989). Data collection was done through interviews, document analysis and direct observation. After analyzing the results we can observe that, although the institution has deliberate strategies, the strategy formation process and decision-making process are modeled as an integrative, with a balance between rationality, vision, participation and resilience.</span></p> <p class="MsoNormal"> </p>https://www.metodista.br/revistas/revistas-metodista/index.php/OC/article/view/3335processo de formação da estratégiatomada de decisãoestudo de caso |
| spellingShingle | Gisele Tajujá Martins Rosalia Barbosa Lavarda Modelo Integrador de Formação da Estratégia: Um Estudo de Caso Revista Organizações em Contexto processo de formação da estratégia tomada de decisão estudo de caso |
| title | Modelo Integrador de Formação da Estratégia: Um Estudo de Caso |
| title_full | Modelo Integrador de Formação da Estratégia: Um Estudo de Caso |
| title_fullStr | Modelo Integrador de Formação da Estratégia: Um Estudo de Caso |
| title_full_unstemmed | Modelo Integrador de Formação da Estratégia: Um Estudo de Caso |
| title_short | Modelo Integrador de Formação da Estratégia: Um Estudo de Caso |
| title_sort | modelo integrador de formacao da estrategia um estudo de caso |
| topic | processo de formação da estratégia tomada de decisão estudo de caso |
| url | https://www.metodista.br/revistas/revistas-metodista/index.php/OC/article/view/3335 |
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