The concept of strategy has advanced significantly from when the emphasis fell on comprehensive, systematic and rational planning. However, many of the assumptions that were embedded in traditional strategy models were deemed to be inadequate and outdated as we approached a new competitive milieu (Maritz, 2010). Strategic Management is still a comparatively young field and the existing toolbox of concepts and techniques remains woefully inadequate (Grant, 2010). This reality should force a re-examination of the traditional strategy paradigms (Maritz, 2010). The literature review has confirmed the observations by Maritz (2010) and Grant (2010) that indeed current strategic management paradigms or approaches were inadequate for unique business environments obtaining in a developing country in Africa, such as Zimbabwe. The motivation for this research, therefore, was to identify and recommend strategic management approaches or paradigms applicable to banks operating in a turbulent and chaotic environment. Based on an extensive literature review, in-depth interviews were conducted with six commercial banks (three that survived the turbulence and three that failed) during the period under review. The study established that the banks that survived the turbulence had a different strategic management approach from the traditional designed ones. It was also noted in this study that in turbulent environments, strategy-making is birthed through an emergent process. When events are moving at an unprecedented speed, as was happening in Zimbabwe, the time intervals between obtaining information, analysing information, taking decisions and implementing those decisions need to be tightly compressed. The researcher coined this process Strategic Intensity (SI). On the other hand, diversification as a strategy was found to be very risky for businesses that did not have a strong foundation and that were lacking in the appreciation of the risk complexion of the businesses into which they were diversifying. This research makes a significant contribution by identifying and recommending Strategic Management approaches applicable to businesses operating in a turbulent and chaotic environment in developing markets such as Zimbabwe. Furthermore, this research also contributes towards the current debate in academic literature amongst practitioners of strategy, about how strategy is really made in organisations (Maritz, 2010). The debate centres around two opposing views: one associated with strategy-making as a formal, deliberate plan, and the other associated with strategies as evolving, ever-changing sets of outcomes that are eventually realised. Finally, the researcher proposes that further studies be conducted at the end of this study. / Business Management / DBL

Submitted by Klaus Stier (klausstier@hotmail.com) on 2016-04-28T19:34:11Z No. of bitstreams: 1 Dissertação - Klaus Stier Versão Final.pdf: 1161101 bytes, checksum: 14d7a52d3ebdeb2afc14e692dea3a91b (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2016-05-03T13:41:39Z (GMT) No. of bitstreams: 1 Dissertação - Klaus Stier Versão Final.pdf: 1161101 bytes, checksum: 14d7a52d3ebdeb2afc14e692dea3a91b (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2016-05-09T17:59:14Z (GMT) No. of bitstreams: 1 Dissertação - Klaus Stier Versão Final.pdf: 1161101 bytes, checksum: 14d7a52d3ebdeb2afc14e692dea3a91b (MD5) / Made available in DSpace on 2016-05-09T17:59:25Z (GMT). No. of bitstreams: 1 Dissertação - Klaus Stier Versão Final.pdf: 1161101 bytes, checksum: 14d7a52d3ebdeb2afc14e692dea3a91b (MD5) Previous issue date: 2016-01-29 / What is the impact of political scandals on the economic climate of South American countries? The present work tries to answer this question through the evaluation of expert confidence in the economy of seven South American countries during the occurrence of political scandals in a period of ten years (from 2005 to 2014). We understand political scandals as news events disclosing episodes of corruption or abuse of power involving South American presidents. The economic climate is measured by the opinion of experts regularly consulted by the Latin American Economic Survey, a research that generates the Latin American Economic Climate Index. Evidences point out the influence of political determinants on the economic confidence of the general public. Few studies are focused on understanding the process through which experts derive their economic confidence. We use the panel regression model to verify correlations between political scandals and the Economic Climate Index. No significant correlations could be found assuming a model related to the international economy. Surprisingly, we find a significant and positive correlation when we add domestic economic variables into the analysis. We believe that future contributions for the theme should take into consideration the important role played by institutions as a fundamental element of the expert confidence. / Qual o impacto dos escândalos políticos sobre o clima econômico dos países sul-americanos? O presente trabalho busca responder essa pergunta ao avaliar a confiança de especialistas na economia de sete países sul-americanos durante a ocorrência de escândalos políticos em um recorte temporal de 10 anos (de 2005 até 2014). Entendemos os escândalos políticos como sendo eventos noticiados pela mídia envolvendo os presidentes das repúblicas sul-americanas em episódios de corrupção ou abuso de poder. Já o clima econômico é medido a partir da avaliação da economia por especialistas regularmente consultados pela Sondagem Econômica da América Latina, uma pesquisa que gera a construção do Índice de Clima Econômico da América Latina. Evidências apontam a influência de determinantes políticos sobre a avaliação econômica realizada pelo público geral. Poucos estudos exploram o processo de formação da confiança econômica de especialistas. Utilizamos o modelo de regressão em painel para verificar a correlação entre escândalos políticos e o Índice de Clima Econômico. Nenhuma correlação pôde ser verificada quando adotamos um modelo relacionado à economia internacional. Surpreendentemente, encontramos uma correlação significante e positiva quando adicionamos variáveis econômicas domésticas à análise. Acreditamos que futuras contribuições para o tema devam levar em conta a importância do papel das instituições como elemento fundamental na confiança de especialistas.

The concept of strategy has advanced significantly from when the emphasis fell on comprehensive, systematic and rational planning. However, many of the assumptions that were embedded in traditional strategy models were deemed to be inadequate and outdated as we approached a new competitive milieu (Maritz, 2010). Strategic Management is still a comparatively young field and the existing toolbox of concepts and techniques remains woefully inadequate (Grant, 2010). This reality should force a re-examination of the traditional strategy paradigms (Maritz, 2010). The literature review has confirmed the observations by Maritz (2010) and Grant (2010) that indeed current strategic management paradigms or approaches were inadequate for unique business environments obtaining in a developing country in Africa, such as Zimbabwe. The motivation for this research, therefore, was to identify and recommend strategic management approaches or paradigms applicable to banks operating in a turbulent and chaotic environment. Based on an extensive literature review, in-depth interviews were conducted with six commercial banks (three that survived the turbulence and three that failed) during the period under review. The study established that the banks that survived the turbulence had a different strategic management approach from the traditional designed ones. It was also noted in this study that in turbulent environments, strategy-making is birthed through an emergent process. When events are moving at an unprecedented speed, as was happening in Zimbabwe, the time intervals between obtaining information, analysing information, taking decisions and implementing those decisions need to be tightly compressed. The researcher coined this process Strategic Intensity (SI). On the other hand, diversification as a strategy was found to be very risky for businesses that did not have a strong foundation and that were lacking in the appreciation of the risk complexion of the businesses into which they were diversifying. This research makes a significant contribution by identifying and recommending Strategic Management approaches applicable to businesses operating in a turbulent and chaotic environment in developing markets such as Zimbabwe. Furthermore, this research also contributes towards the current debate in academic literature amongst practitioners of strategy, about how strategy is really made in organisations (Maritz, 2010). The debate centres around two opposing views: one associated with strategy-making as a formal, deliberate plan, and the other associated with strategies as evolving, ever-changing sets of outcomes that are eventually realised. Finally, the researcher proposes that further studies be conducted at the end of this study. / Business Management / DBL