Entre o planejamento estratégico formal e informal: um estudo de caso exploratório sobre a prática de estratégia nas organizações

Abstract

Grande parte dos estudos sobre formação estratégica possui um elemento contingencial constitutivo que estabelece variáveis por meio das quais é possível ordenar as organizações de forma a indicar qual o tipo de formação estratégica é adequada a cada uma delas (e.g. Mintzberg & McHugh, 1985). Esta ordenação quase prescritiva sobre o conteúdo, o processo e a prática de estratégia nas organizações pode causar a percepção de que é possível determinar o padrão de formação estratégica de uma organização pela simples análise de algumas variáveis pré-determinadas. Guiado pela abordagem de estratégia como prática (Jarzabkowski, 2005, 2008; Whittington, 1996, 2006), este trabalho explora a prática de planejamento estratégico com base num estudo de caso exploratório em uma empresa organizada por projetos, por meio do qual foi possível identificar processos de mudança que configuraram diferentes fases de aplicação dessa prática ao longo dos anos com características distintas de (in)formalidade. Analisando o caso por meio uma abordagem baseada na teoria da estruturação (Giddens, 1984), indica-se que, se há um nível adequado de formalização da prática de planejamento estratégico nas organizações, este nível deve ser definido pela estruturação da prática na sua dinâmica social.

The Excellence Baldrige Criteria in The Effectiveness of Higher Education Institutions Management

“…The perception of results is the implementation of the strategy and its indicators, with a monitoring of the goals (SOUZA, 2011). This understanding is compatible with the propositions of the model, provided that decisions and monitoring are made in the context of the economic and environmental issues surrounding the organization, and to promote convergence between the strategy and its implementation.…”

“…The evolution of the initial idea is the resource-based view, an assumption in which an approximation between the strategy and the organization is possible, with the intent of gaining competitive advantages. Finally, the procedural approach points to the strategic objective that is in the direction of focus, for the analysis of the daily formation of the strategy (WHEATON et al, 1997;KICH and PEREIRA, 2011;SOUZA 2011). This should be verified through hypothesis 2:…”

“…This understanding is compatible with the propositions of the model, provided that decisions and monitoring are made in the context of the economic and environmental issues surrounding the organization, and to promote convergence between the strategy and its implementation. Souza (2011) points out that it is necessary not only a quantitative analysis of the indicators outlined by the strategy but also an approximation of environmental issues and an analysis with the competition scenarios, in which context the organization is inserted.…”

“…The effectiveness is given in the quantitative aspect and, mainly, in the qualitative aspect (that is, the influences), in the relationships between the planned and the final results obtained (MELO and NETO, 2009). The purpose of this study is to indicate the degree to which each element of the Baldrige Excellence Model is relevant to the effectiveness of the Brazilian HEI results, with reference to governance and good management practices (CAMERON, 1978 and1981;WHEATON et al, 1997;BERTUCCI and DE MORAES, 2003;MELO and NETO, 2009;GEORGES, 2010;ROCHA, CAVALCANTE and SOUZA, 2010;BPEP, 2011;BARRETO and POZO, 2011;KICH and PEREIRA, 2011;SARAIVA and NUNES, 2011;SOUZA, 2011;FIDELIS and BARBOSA, 2012;SOBRAL and GIMBA, 2012). Therefore, we will verify hypothesis 7:…”

“…The results indicate that the Strategic Planning and the Focus on Operation are relevant for the HEI's Management Effectiveness. Strategic Planning is an important tool for decisionmaking (WHEATON et al, 1997;KICH and PEREIRA, 2011;SOUZA 2011). However, the ways of implementing the strategy to reach the goals becomes more important for the Management Effectiveness, given that the Focus on Operations dimension is more valued by those who put the strategy into action in the educational environment (BARRETO and POZO, 2011;BPEP, 2011;KICH and PEREIRA, 2011;MAINARDES, MIRANDA and CORREIA, 2011).…”