A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos
This article discusses the dynamics of emergent strategies in companies using deliberate processes for strategic formulation. Specifically, we investigate how and why this process of combination occurs in the studied organizations, and how the organizational design – structure, lateral capability, c...
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Universidade Federal do Ceará
2013-11-01
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doaj-4a5a011b17f74f1e9a435971bdbf62952021-02-02T07:26:20ZengUniversidade Federal do CearáContextus1678-20892178-92582013-11-011116685A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicosRudolf GabrichJosé Márcio de CastroThis article discusses the dynamics of emergent strategies in companies using deliberate processes for strategic formulation. Specifically, we investigate how and why this process of combination occurs in the studied organizations, and how the organizational design – structure, lateral capability, control and reward systems interfere on the combination. For this purpose, we developed a multiple case study in two organizations theoretically operating in dynamic environments. The results indicate that organizations combine emergent and deliberate strategies either to take advantage of opportunities in the environment or to accommodate external pressures. Moreover, it seems that the process of emerging strategies and its combination with deliberated strategies is influenced by the nature of the intended strategy. It means, in other words, that the narrower the deliberated strategy scope, the more difficult is for an initiative to emerge and be consolidated as an emerging strategy. Finally, the results suggest that the use of lateral capability may influence emergent strategies.http://www.contextus.ufc.br/index.php/contextus/article/view/537/171Deliberate strategiesEmergent strategiesStrategic formulationOrganizational architectureDynamic environments |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Rudolf Gabrich José Márcio de Castro |
spellingShingle |
Rudolf Gabrich José Márcio de Castro A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos Contextus Deliberate strategies Emergent strategies Strategic formulation Organizational architecture Dynamic environments |
author_facet |
Rudolf Gabrich José Márcio de Castro |
author_sort |
Rudolf Gabrich |
title |
A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos |
title_short |
A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos |
title_full |
A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos |
title_fullStr |
A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos |
title_full_unstemmed |
A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos |
title_sort |
combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos |
publisher |
Universidade Federal do Ceará |
series |
Contextus |
issn |
1678-2089 2178-9258 |
publishDate |
2013-11-01 |
description |
This article discusses the dynamics of emergent strategies in companies using deliberate processes for strategic formulation. Specifically, we investigate how and why this process of combination occurs in the studied organizations, and how the organizational design – structure, lateral capability, control and reward systems interfere on the combination. For this purpose, we developed a multiple case study in two organizations theoretically operating in dynamic environments. The results indicate that organizations combine emergent and deliberate strategies either to take advantage of opportunities in the environment or to accommodate external pressures. Moreover, it seems that the process of emerging strategies and its combination with deliberated strategies is influenced by the nature of the intended strategy. It means, in other words, that the narrower the deliberated strategy scope, the more difficult is for an initiative to emerge and be consolidated as an emerging strategy. Finally, the results suggest that the use of lateral capability may influence emergent strategies. |
topic |
Deliberate strategies Emergent strategies Strategic formulation Organizational architecture Dynamic environments |
url |
http://www.contextus.ufc.br/index.php/contextus/article/view/537/171 |
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