Open Strategizing E Incerteza Percebida: O Enfoque Estratégico E Contingencial No Enfrentamento À Crise Causada Pela Pandemia Do Covid-19

Lavarda, Rosália Aldraci Barbosa; Perito, Bárbara Zandomenico; Gnigler, Lucas Miguel; Rocha, Robson

doi:10.1590/1413-2311.311.104094

Cited by 4 publications

(8 citation statements)

References 29 publications

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“…That said, our discussion starts with environmental uncertainty guided by the complex and dynamic nature of the environment (Duncan, 1972;Lavarda et al, 2021;Raasch et al, 2020).…”

Section: Discussion and Propositions Of The Studymentioning

confidence: 99%

“…In cases of environmental uncertainty not previously experienced (such as the Covid-19 pandemic), even well-structured organizations with strength in the market have faced difficulties (Lavarda et al, 2021). If this type of organization can face difficulties, it is noticeable that more fragile organizations tend to have a greater degree of difficulty with uncertainty.…”

Section: Discussion and Propositions Of The Studymentioning

confidence: 99%

“…Given the above about environmental uncertainty and in view of the Covid-19 pandemic that caused several environmental uncertainties for organizations in various sectors, which can be listed as the main environmental event of recent years (WHO, 2021), among the dimensions presented by Duncan (1971), as well as in the study of Lavarda et al (2021), the complex and dynamic nature of the environment was defined as the background for this theoretical essay, since this dimension encompasses a large number of factors and elements in the environment, which differ from each other and are constantly changing.…”

Section: External Environment and Environmental Uncertaintymentioning

confidence: 99%

“…Difficult times such as the aforementioned pandemic context since March 2020 caused companies to close down and led to organizational restructuring by reducing and readjusting the number of employees, remote work, adapting the organizational layout for customer service, among others. In the face of this reorganization, it is possible to realize the need for organizations to deal with an uncertain environment with a lack of information and predictability (Backes, Arias, Storopoli, & Ramos, 2020;Duncan, 1972;Lavarda, Perito, Gnigler, & Rocha, 2021;Raasch, Silveira-Martins, Tondolo, & Moura 2020), since organizational actions and the events in their environment are not dissociable (Donaldson, 2001;Lawrence & Lorsch, 1967).…”

Section: Introductionmentioning

confidence: 99%

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Open strategizing and organizational resilience considering the environmental uncertainty

Lavarda

Leite

2022

RIAE

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Objective: Amidst troubled times, strategy as an emergent practice has been seen as a possibility to deal with uncertainty from openness, converging to the theory of organizational resilience. Thus, this theoretical essay is guided from the research question: "How does the phenomenon of open strategizing relate to organizational resilience, in situations of environmental uncertainty?"Methodology/Approach: The development of this study followed two steps that enabled the search for the (theoretical) answer to the defined (research) question: (I) selection of studies on the proposed topic from international databases; and (II) elaboration of the constructs (definitions) regarding open strategizing, organizational resilience and environmental uncertainty.Originality/Relevance: Our intention was to theoretically discuss the relationship between open strategizing and organizational resilience, considering environmental uncertainty, approaching the concepts from the literature with studies that have used the theoretical essay as a way to provide knowledge advancement through discussion and reflection on developing themes.Main results: Relating open strategizing to organizational resilience, we understand that (I) organizations with reactive preparation overcome uncertainty through inclusion and flexibility; (II) high-risk or process-based organizations do not converge to the phenomenon of open strategizing; (III) resilience-focused organizations overcome uncertainty through past learning, information transparency, and the inclusion of stakeholders in strategy formation.Theoretical and methodological contributions: We reflect on the relationship between open strategizing and organizational resilience in the face of environmental uncertainty, enabling the advancement of studies from the strategizing perspective.

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“…That said, our discussion starts with environmental uncertainty guided by the complex and dynamic nature of the environment (Duncan, 1972;Lavarda et al, 2021;Raasch et al, 2020).…”

Section: Discussion and Propositions Of The Studymentioning

confidence: 99%

Section: Discussion and Propositions Of The Studymentioning

confidence: 99%

Section: External Environment and Environmental Uncertaintymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Open strategizing and organizational resilience considering the environmental uncertainty

Lavarda

Leite

2022

RIAE

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“…A relevância deste estudo sob a perspectiva da estratégia-como-prática erige-se, principalmente, quando analisadas as organizações inseridas em ambientes dinâmicos, nas quais o "agir estratégico" e o processo de transformação digital atual são essenciais para cumprirem seus objetivos e missões, fenômenos estes em plena evolução, caracterizando uma lacuna teórica, em especial, em relação ao objeto analisado (WERLANG; LAVARDA LORENZAT-TO, 2019;SCHÄFER;LAVARDA;LUNKES, 2019;ROSSI;PERITO;LAVARDA, 2020;LAVARDA et al, 2021;BENCHERKI;BAS-QUE;ROULEAU, 2019;FREDBERG;PREG-MARK, 2021;JARZABKOWSKI et al, 2019;VILLAR;RESE;ROGLIO, 2019;WHITTIN-GTON, 2019).…”

Section: Introductionunclassified

Estratégia Como Prática Em Ambiente Dinâmico: Estudo De Caso Em Um Tabelionato De Protesto

Pagani

Lavarda

2021

regea

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Os agentes envolvidos no processo de formação da estratégia e no modo como eles atuam têm sido foco dos estudos da estratégia em um âmbito micro. Este estudo objetiva compreender como ocorre a formação da estratégia sob a perspectiva da estratégia-como-prática em ambiente dinâmico. Foi realizada uma pesquisa qualitativa por meio de um estudo de caso em um Tabelionato de Protesto inserido em ambiente dinâmico, passando por mudanças econômicas, tecnológicas, legislativas em tempo de elevado endividamento no país. Os dados foram analisados por meio das técnicas pattern matching e análise narrativa. Constatou-se que a formação da estratégia ocorre no ajuste contínuo da interação entre a prática, práxis, praticante e ambiente, em momento de inadimplência, nas ações que buscam sua redução. A perspectiva da estratégia-como-prática nesta organização contribui na busca de elucidar a atuação do Tabelionato, como dispositivo legal de controle e apoio diante da crescente “cultura da inadimplência” e endividamento da população.

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Middle manager roles in strategy implementation facing uncertainty environment: case study in a banking institution

Melo,

Leite,

Lavarda

2024

Rev. Ibero-Am. de Est. - RIAE

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Objectives of the study: Understand how do middle managers play their roles in implementing strategy in a turbulent environment. Methodology/approach: Case study in the Superintendence of a Large Banking Institution. Data collection through interviews, document analysis and direct observation. Data analysis based on comparative analysis (pattern matching) and narrative analysis. Originality/relevance: From the roles of the middle manager (MM) in strategy implementation, the covid-19 pandemic caused changes in the macro and micro scenario, demanding to revisit the classic concepts about the middle manager, bringing a new look to possible changes in its performance. Main results: We noted the predominance of top-down strategic management in the superintendence of the financial institution analyzed, in which MMs play a fundamental role through the operationalization of practices such as proposing new actions and transmitting information with insights to senior management, facilitating the process adaptation and implementation of deliberate strategies amid the period of environmental turbulence arising from the Covid-19 pandemic. This role avoided significant losses in the activities carried out by the financial institution, in addition to enabling an integrated decision-making process due to the articulating role of the MM. Academic contributions: Besides the importance of the middle manager as a strategy articulator, we highlight communication as a theoretical element that was not included in the literature on the roles of the middle manager and that emerged from the data, showing that communication is intertwined in the strategy implementation process, being a potential contribution to the Floyd and Wooldridge (1992) model.

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Open Strategizing E Incerteza Percebida: O Enfoque Estratégico E Contingencial No Enfrentamento À Crise Causada Pela Pandemia Do Covid-19

Cited by 4 publications

References 29 publications

Open strategizing and organizational resilience considering the environmental uncertainty

Open strategizing and organizational resilience considering the environmental uncertainty

Estratégia Como Prática Em Ambiente Dinâmico: Estudo De Caso Em Um Tabelionato De Protesto

Middle manager roles in strategy implementation facing uncertainty environment: case study in a banking institution

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