Submitted by Rachel Pereira (rachelprr@yahoo.com.br) on 2015-12-14T16:55:33Z No. of bitstreams: 1 CarlaMotaSSilva_Dissertacao_IBICT_UFRJ.pdf: 2751303 bytes, checksum: 80f2cea222a39f85123a6014ade1c4a2 (MD5) / Made available in DSpace on 2015-12-14T16:55:33Z (GMT). No. of bitstreams: 1 CarlaMotaSSilva_Dissertacao_IBICT_UFRJ.pdf: 2751303 bytes, checksum: 80f2cea222a39f85123a6014ade1c4a2 (MD5) Previous issue date: 2015-03-09 / Estudo de um projeto de inclusão social para catadores de lixo reciclável, o Pimp my Carroça. Ao partir da análise da exclusão social e da afirmação da identidade cidadã, discute o fenômeno da injustiça social, do consumismo, e o papel dos projetos de inclusão social num contexto de crise ecológica, em que busca desvendar o tipo de inclusão pretendida para os catadores beneficiados pelo Pimp my Carroça. Faz a análise da dinâmica informacional do projeto, fundamentada pelo mapeamento das interações entre os atores, possibilitando revelar os modos de disseminação de sua dimensão simbólica e de mobilização da sociedade civil. Somada à categorização das visões de ambos os grupos, catadores e idealizadores do Pimp, demonstra-se que o projeto lida com a contradição de buscar incluir os catadores de recicláveis no mundo do consumismo e da desigualdade social, o qual transforma o lixo em meio de vida para muitos indivíduos e que deseja combater. O estudo conclui que se faz necessário um pacto entre sociedade civil e Estado sobre a revisão das formas de utilização de recursos naturais, mas que a efetiva solução está no alcance da justiça social. / This is a study of a project for social insertion of dustbin men called Pimp my Carroça. It analyzes the phenomena of social exclusion and the validation of citizenship to enable the discussion of social injustice, consumerism, and the role of social insertion projects in a context of ecological crisis, trying to unveil the type of insertion Pimp my Carroça aspires for the dustbin men it benefits. It analyzes informational dynamics of the project based on the mapping of Pimp´s actors’ interactions to reveal how the project´s symbolic dimension is disseminated and civil society is mobilized around its cause. Added to the categorization of the view of both Pimp´s beneficiary and benefiters this work shows that the project deals with the contradiction of willing to include the refuse collectors in a world of consumerism and social inequality the project fights against, where garbage is turned into a mean of living for many individuals. It concludes that the revision of the use of natural resources is only possible if comes up from a pact between civil society and the State, although effective solution relies on the reaching of social justice.

O objetivo desta dissertação é compreender a ocorrência de alteração de orientação da operação pós crise operacional (de reativa a proativa). A literatura trata as crises apenas como financeiras ou de relações públicas e não recorre ao termo \"crise operacional\". Por outro lado, junta inapropriadamente as crises operacionais e os desastres envolvendo perda de vidas humanas. Tampouco mostra o lado operacional da solução das crises. Crise operacional foi aqui definida como uma condição abrupta de baixa probabilidade que emerge inesperadamente da deterioração do desempenho operacional (qualidade, rapidez, confiabilidade, flexibilidade ou custo) e conduz a grande impacto negativo ou até a paralisação das principais operações da organização, sem a perda de vidas humanas. A crise operacional pode ser causada por pessoas, sistemas tecnológicos, políticas ou condições econômicas em condição de grande ambiguidade. Ela nasce ao final de dois processos paralelos e acumulativos de imperfeições organizacionais e descontrole gerencial, e requer decisões rápidas. Para analisar as crises operacionais, elaborou-se um novo modelo teórico integrado em fases: \"processo de uma crise\", \"resolução da crise\" e \"aprendizado pós-crise\", assim como um \"evento detonador\" da crise. Como objeto de estudo, escolheu-se examinar duas crises de setores regulamentados devido a evidencia do evento detonador da crise: a interrupção da comercialização de serviços pela agência reguladora e consequente início da resolução da crise. Como metodologia, adotou-se o estudo de casos múltiplo nos setores de aviação e de telefonia móvel. O instrumento de coleta para ambos os casos são entrevistas qualitativas, sendo a análise baseada no confronto dos dados obtidos com o modelo segundo a abordagem Extended Case Method. Sugere-se em ambos os casos que o descontrole sobre os processos operacionais e indicadores de back-office levaram à paralisação das companhias. Observa-se que após a crise, novos processos com medidas preventivas foram adotados, o que indicaria a mudança de orientação das organizações. Claramente, essa mudança para a orientação preventiva requer aprendizagem organizacional e sua incorporação ao repertório operacional mediante inovação em métodos, sistemas e processos operacionais, assim como a formação de funcionários treinados e a criação de departamentos anti-crises. / The main goal of this research is the understanding of the post operational crisis\' orientations\' change (from reactive to proactive). The literature consider crises just as financial or public relations and does not call upon the term \"operational crisis\". Furthermore, operational crisis and disasters with loss of human lives are inappropriately treated jointly. In the same way, operational side of crisis solution are not explored too. Operational crisis were defined here as an abrupt condition of low probability occurrence that emerges unexpectedly by the deterioration of one or more performance indicators (quality, speed, reliability, flexibility and cost) and leads to a large negative impact or even the paralysis of major operations without human lives\' loss. Operational crisis emerges at the end of a maturation process originated from two parallel processes of cumulative organizational imperfections and lack of managerial control\'s joint. May be caused by people, technological systems, policies or economics\' conditions in a great ambiguity condition which requires quick decisions To analyze operational crises, a new theoretical model was created, integrating the phases: \"crisis\' process,\" \"crisis\' resolution\" and \"post-crisis\' learning\", as well a crisis\' \"trigger event\". Two operational crises from regulated sectors has been chosen as object study due to crisis\' trigger event evidence: the new sales forbidden by the regulatory agency and the consequent crisis resolution process beginning. The methodology adopted was the multiple case study in the aviation and mobile sectors. The collection instrument for both cases were qualitative interviews and the analysis based on the data obtained and theoretical model\'s comparison in an approach called Extended Case Method. It has been suggested in both cases that the operational processes\' lack of control and back-office\'s indicators\' disregard led to the companies\' standstill. After crisis, new operational processes with preventive measures were adopted, which would indicate a change in organizations\' orientation. Clearly, this shift to a preventive approach requires organizational learning and its incorporation into the operational repertoire through methods, operational systems and processes\' innovation, as well as, trained human resources and anti-crisis department creation.

O objetivo desta dissertação é compreender a ocorrência de alteração de orientação da operação pós crise operacional (de reativa a proativa). A literatura trata as crises apenas como financeiras ou de relações públicas e não recorre ao termo \"crise operacional\". Por outro lado, junta inapropriadamente as crises operacionais e os desastres envolvendo perda de vidas humanas. Tampouco mostra o lado operacional da solução das crises. Crise operacional foi aqui definida como uma condição abrupta de baixa probabilidade que emerge inesperadamente da deterioração do desempenho operacional (qualidade, rapidez, confiabilidade, flexibilidade ou custo) e conduz a grande impacto negativo ou até a paralisação das principais operações da organização, sem a perda de vidas humanas. A crise operacional pode ser causada por pessoas, sistemas tecnológicos, políticas ou condições econômicas em condição de grande ambiguidade. Ela nasce ao final de dois processos paralelos e acumulativos de imperfeições organizacionais e descontrole gerencial, e requer decisões rápidas. Para analisar as crises operacionais, elaborou-se um novo modelo teórico integrado em fases: \"processo de uma crise\", \"resolução da crise\" e \"aprendizado pós-crise\", assim como um \"evento detonador\" da crise. Como objeto de estudo, escolheu-se examinar duas crises de setores regulamentados devido a evidencia do evento detonador da crise: a interrupção da comercialização de serviços pela agência reguladora e consequente início da resolução da crise. Como metodologia, adotou-se o estudo de casos múltiplo nos setores de aviação e de telefonia móvel. O instrumento de coleta para ambos os casos são entrevistas qualitativas, sendo a análise baseada no confronto dos dados obtidos com o modelo segundo a abordagem Extended Case Method. Sugere-se em ambos os casos que o descontrole sobre os processos operacionais e indicadores de back-office levaram à paralisação das companhias. Observa-se que após a crise, novos processos com medidas preventivas foram adotados, o que indicaria a mudança de orientação das organizações. Claramente, essa mudança para a orientação preventiva requer aprendizagem organizacional e sua incorporação ao repertório operacional mediante inovação em métodos, sistemas e processos operacionais, assim como a formação de funcionários treinados e a criação de departamentos anti-crises. / The main goal of this research is the understanding of the post operational crisis\' orientations\' change (from reactive to proactive). The literature consider crises just as financial or public relations and does not call upon the term \"operational crisis\". Furthermore, operational crisis and disasters with loss of human lives are inappropriately treated jointly. In the same way, operational side of crisis solution are not explored too. Operational crisis were defined here as an abrupt condition of low probability occurrence that emerges unexpectedly by the deterioration of one or more performance indicators (quality, speed, reliability, flexibility and cost) and leads to a large negative impact or even the paralysis of major operations without human lives\' loss. Operational crisis emerges at the end of a maturation process originated from two parallel processes of cumulative organizational imperfections and lack of managerial control\'s joint. May be caused by people, technological systems, policies or economics\' conditions in a great ambiguity condition which requires quick decisions To analyze operational crises, a new theoretical model was created, integrating the phases: \"crisis\' process,\" \"crisis\' resolution\" and \"post-crisis\' learning\", as well a crisis\' \"trigger event\". Two operational crises from regulated sectors has been chosen as object study due to crisis\' trigger event evidence: the new sales forbidden by the regulatory agency and the consequent crisis resolution process beginning. The methodology adopted was the multiple case study in the aviation and mobile sectors. The collection instrument for both cases were qualitative interviews and the analysis based on the data obtained and theoretical model\'s comparison in an approach called Extended Case Method. It has been suggested in both cases that the operational processes\' lack of control and back-office\'s indicators\' disregard led to the companies\' standstill. After crisis, new operational processes with preventive measures were adopted, which would indicate a change in organizations\' orientation. Clearly, this shift to a preventive approach requires organizational learning and its incorporation into the operational repertoire through methods, operational systems and processes\' innovation, as well as, trained human resources and anti-crisis department creation.

This study is about crisis management for Karlstad Municipality as an event city and how the city'sevent actors have survived before, during, and after the pandemic. To get a deeper understandingof the informants' strategy for survival through and after the crisis, 7 workers in event companieshave been interviewed. The informants represent companies operating within KarlstadMunicipality. Several studies have been published in connection with the Covid-19 pandemic,however, fewer studies explain business development after the pandemic. The study also focuseson the innovations that event companies have adopted during and whether these remain after thepandemic. By studying these event companies within Karlstad Municipality, a picture is generatedof how Karlstad has fared as an event city where the restrictions stopped events from taking place.The study analyzes the strategies used by the event companies and their effectiveness.Communication has been identified as the most common strategy initially in times of crisis. Otherstrategies used are cooperation between actors, finding new ways to operate without violating therestrictions, and saving on various expenses. Innovation has also been used as a strategy to survivethe pandemic and its restrictions. Innovations became common and useful during the pandemic;the study shows how these innovations were often only temporary and did not lead to furtherdevelopment after the pandemic. Digitalization has been a popular innovation where apps, livestreams, and other types of digital solutions are used as a solution instead of organizing events.These were initially seen as the new reality, in fact, digital innovations were side-lined oncerestrictions were released, and on-site events were possible as usual again. The study shows thatdigitalization has become increasingly common, but that it cannot replace events on site. Visitorsand event organizers value events, this study does not see that any innovation at the moment canreplace the experience of on-site events. / Studien handlar om krishantering för Karlstad kommun som evenemangsstad och hur stadensevenemangsaktörer har överlevt innan, under och efter pandemin. För att få en djupare förståelseför informanternas strategi för överlevnad genom och efter krisen har 7 arbetare inomevenemangsföretag intervjuats. Informanterna representerar företag som verkar inom Karlstadkommun. Flera studier har skapats i anslutning till Covid-19 pandemin, däremot finns det färrestudier som förklarar företagsutveckling efter pandemin. Studien fokuserar även på de nyainnovationerna som företag tagit till sig under pandemin och ifall dessa är kvar efter pandemin.Genom att studera dessa evenemangsföretag inom Karlstad Kommun genereras en bild för hurdet gått för Karlstad som en evenemangsstad där restriktionerna satte stopp för evenemang att ske.I studien analyseras de strategier som evenemangsföretagen använt sig av samt hur effektiva dessahar varit. Kommunikation har ställts fram som den mest vanliga och användbara strategin till enbörjan vid kris. Andra strategier som används är framför allt samarbeten mellan aktörer, att finnanya sätt att vara verksamma utan att bryta mot restriktionerna och att spara in på olika utgifter.Även innovation har använts som strategi för att överleva pandemin och dess restriktioner.Innovationer blev vanligt och användbart under pandemin, studien visar hur dessa innovationerofta endast var tillfälliga och inte lett till vidare utveckling efter pandemin. Digitalisering har variten populär innovation där appar, live streams och andra typer av digitala lösningar används somlösning i stället för att arrangera evenemang. Dessa sågs till en början som den nya verkligheten, isjälva verket blev digitala innovationer åsidosatta när Folkhälsomyndigheten tog bortrestriktionerna och evenemang på plats var möjligt som vanligt igen. Studien ser att digitaliseringhar blivit allt vanligare men att den inte kan ersätta just evenemang på plats. Besökare ochevenemangsföretag värdesätter evenemang, denna studie ser inte att någon innovation som förtillfället kan ersätta upplevelsen av evenemang på plats.

In this study, crisis management has been studied primarily from the perspective of small business owners and lifestyle entrepreneurs. Over time, a need was also discovered to interview and study the relationship of public support organizationswith small businesses in crisis contexts. This is because in the theoretical research framework we experienced a lack of how private small businesses can act in a crisis. This is how our subject has been developed, and curiosity about practical crisis management versus theoretical crisis management has played a central role. Following the work, the niche of small entrepreneurs became in nature tourism, partly due to the fact that Värmland as a county has many entrepreneurs in this category. It is also inevitable that Värmland and the entrepreneurs here have had a strong international market before COVID-19 and therefore the interest has also been to study and analyze how they have acted and proceeded during the crisis. The question of adjustment is therefore very essential to study for future possible crises. To discern these similarities and differences, the private has been set against the regional and public, but also against each other. It has been conducted thanks to semi-structured interviews that highlight the same themes. The themes then follow a consistent structure for both method, empirical data and analysis, where it relates to the study's purpose and issues. Overall, the study has generated striking similarities and differences, but also a dimension in the exclusion of small business owners. The lastpart of the conclusion shows why it is still important to study the subject, as COVID-19 has affected the tourism industry in a very unique and global way, which has not previously been discernible. It highlights the importance of contributing to and continuing research in the future, where both public actors together with regional and private actors can find a way to deal with future crises together. / I denna studie har krishantering studerats utifrån framförallt småföretagares- och livsstilsföretagares perspektiv. Under tidens gång upptäcktes även ett behov av att intervjua och studera offentliga stödorganisationers förhållande till småföretagare i krissammanhang. Det på grund av att det i de teoretiska forskningsramarna upplevdes en brist för hur privata småföretagare kan agera vid kris. Det är genom den vägen ämnet har arbetats fram, och nyfikenheten kring praktisk krishantering versus teoretisk krishantering har spelat en central roll. Utefter arbetets gång kom nischen av småföretagare att bli inom naturturism, bland annat på grund av att Värmland som län innehar många företagare inom den kategorin. Det går heller inte att undkomma att Värmland och företagarna här har haft en stark internationell marknad innan COVID-19 och därför har intresset likaså varit att studera och analysera hur företagarna har agerat och gått tillväga under krisens gång för att ställa om. Omställningsfrågan är därför essentiell att studera för framtida eventuella kriser. För att skönja dessa likheter och skillnader har det privata ställts emot de regionala och offentliga, men även mot varandra. Det har utförts tack vare semistrukturerade intervjuer som lyft samma teman. Temana följer sedan en genomgående struktur för både metod, empiri och analys, där de förhåller sig till studiens syfte och frågeställningar. Studien har totalt sett genererat påvisande likheter och skillnader, men även en dimension i exkludering av småföretagare. I slutsatsens sista del framkommer det varför det är fortsatt viktigt att studera ämnet, eftersom COVID-19 har påverkat besöksnäringen på ett väldigt unikt och globalt sätt, som tidigare inte har kunnat skönjas. Det belyser vikten av att bidra med samt fortsätta forskning framöver där både offentliga aktörer tillsammans med regionala- och privata aktörer kan hitta ett sätt att tillsammans hantera kommande kriser / <p>C-uppsats </p>