O Futuro da Pesquisa em Implementação de Estratégia no Contexto do BRICS

Fedato, Geovana Alves de Lima; Pires, Vanessa Martins; Trez, Guilherme

doi:10.15728/bbr.2017.14.3.2

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Articles • BBR, Braz. Bus. Rev. 14 (03) • May-Jun 2017 • https://doi.org/10.15728/bbr.2017.14.3.2 copiar

O Futuro da Pesquisa em Implementação de Estratégia no Contexto do BRICS

Autoria SCIMAGO INSTITUTIONS RANKINGS

RESUMO

Embora o desenvolvimento da capacidade de implementar a mudança estratégica seja um desafio para organizações modernas, os estudos nessa área têm priorizado questões internas à organização, relegando a um segundo plano, os fatores contextuais. Implementar uma nova estratégia implica alinhar os recursos e capacidades internas à realidade organizacional, ajustando-os às necessidades ou imposições externas. Nesse sentido, este estudo tem como objetivo identificar as sugestões de pesquisa em implementação de estratégia e relacioná-las com as características dos países pertencentes ao BRICS, por meio de uma revisão sistemática. A fim de atender esse objetivo, a perspectiva da coevolução foi utilizada para embasar a discussão da implementação da estratégia, fomentando reflexões sobre o papel da gestão e do ambiente, em contexto de mudança estratégica. Os resultados, em âmbito acadêmico, apontaram para uma atualização na agenda de pesquisa em implementação de estratégia; em nível gerencial apresentam-se insights para os gestores de empresas presentes ou com intenção em estabelecer-se nos países do BRICS.

Palavras-chave:
Implementação de estratégia; BRICS; Coevolução

AUTORES/ANO	JOURNAL	FI JCR (2014)
VISÃO ESTRUTURAL
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Naranjo-Gil e Hartmann (2007)* NARANJO-GIL, David; HARTMANN, Frank. How CEOs use management information systems for strategy implementation in hospitals. Health Policy. 81, 29-41, 2007.	Health Policy	1.907
Pinkse, Kuss e Hoffmann (2010)* PINKSE, Jonatan; KUSS, Matthias J.; HOFFMANN, Volker H. On the implementation of a 'global' environmental strategy: The role of absorptive capacity. International Business Review.19, 160-177, 2010.	International Business Review	1.713
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VISÃO INTERPESSOAL
Sonenshein (2010)* __________ We're changing - or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. AMJ53, No. 3, 477-512, 2010.	Academyof Management Journal	6.448
Klingebiel e Meyer (2013)* KLINGEBIEL, R.; MEYER, A. de. Becoming Aware of the Unknown: Decision Making During the Implementation of a Strategic Initiative. Organization Science. 24, 133-153, 2013.	Organization Science	3.775
Sonenshein (2009)* SONENSHEIN, SCOTT. Emergence of Ethical Issues During Strategic Change Implementation. Organization Science. 20, n. 1, 223-239, 2009.	Organization Science	3.775
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VISÃO INDIVIDUAL
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AUTORES/ANO	JOURNAL	FI JCR (2014)
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Li e Zhang (2010)* LI, Wenjing; ZHANG, Ran. Corporate Social Responsibility, Ownership Structure, and Political Interference: Evidence from China. Journal of Business Ethics, 96, 631-645, 2010.	Journalof Business Ethics	1.326
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Zhang e Rezaee (2009)* ZHANG, Ran; REZAEE, Zabihollah. Do Credible Firms Perform Better in Emerging Markets? Evidence from China. Journal of Business Ethics, 90, 221-237, 2009.	Journalof Business Ethics	1.326
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	Aspectos econômicos	Aspectos sociais	Aspectos culturais e étnicos
Visão estrutural	Analisar as configurações de estruturas organizacionais e mecanismos de controle, destinados a operar com problemas institucionais.	Estudar o relacionamento com mercados em que: o acesso à tecnologia é restrito, existe uma interferência estatal nos negócios, há escassez de recursos e os sistemas de inovação são fracos.	Analisar as questões culturais e étnicas locais que possam exercer influência sobre a estrutura organizacional.
Visão interpessoal	Examinar a forma como a gestão pode promover os relacionamentos interpessoais em cenários com mudanças constantes, rápido crescimento econômico e problemas institucionais.	Explorar os aspectos interpessoais que podem exercer influência nos relacionamentos e na comunicação interna e externa, em diferentes sociedades, melhorando a compreensão da ações para mudança, garantindo estabilidade e alinhamento.	Analisar processos de implementação que favoreçam o consenso estratégico e promovam estilos de liderança comprometidos com a mudança, considerando cenários em que as práticas de negócios são peculiares.
Visão individual	Explorar quais comportamentos individuais devem ser estimulados para capacitar a organização para a mudança, considerando cenários com instituições fragilizadas, relações políticas conturbadas e alto risco.	Compreender aspectos pessoais dos envolvidos no processo de mudança (sensemaking, sentimentos, ética) que podem afetar as relações em cenários onde os indivíduos exploram diferentes alternativas, devido a novas possibilidades de ascensão social.	Explorar formas de implementar a mudança com foco na compreensão de aspectos individuais (sensemaking, sentimentos, ética), provenientes da cultura local, que podem interferir na forma como os indivíduos entendem o seu papel na organização.

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[1] Autor correspondente:† UNEMAT E-mail: geovana@unemat-net.br