Early motion pictures resembled theatre productions on film. Decades would pass before the techniques of special effects and editing evolved to provide the type of movie often shown today. Similarly, early television looked like a radio show where the audience could observe the speakers. Ford's Model T, a "horse-less" carriage. seemed to be designed for a harness. In these examples, successful companies learned how to harness and exploit the power of new technologies--others companies became victims. Companies of the current economy must recognize they face a similar watershed. According to Tom Stewart, the economy effectively transitioned into the Information Age during 1991. "That year, spending for production technology was $107 billion and information technology spending was $112 billion. Call that year one of the information age. Ever since, companies have spent more money on equipment that gathers, processes, analyzes, and distributes information than on machines that stamp, cut, assemble, lift, and otherwise manipulate the physical world." The burgeoning role of the Internet compounds the formal advent of the Information Age. These phenomena beg a critical, well-reasoned response. Whether beginning a new venture or charting a course for an established entity, executives must plan their path with the knowledge of technology shifi occurring.

As diretrizes do Sistema Ãnico de SaÃde apresentam o municÃpio como unidade administrativa bÃsica de sua operacionalizaÃÃo. A SecretÃria de SaÃde do MunicÃpio de Fortaleza vem, desde 1984, direcionando a organizaÃÃo dos seus serviÃos de saÃde em Distritos SanitÃrios na perspectiva do Sistema Ãnico de SaÃde. No perÃodo compreendido entre os anos de 1983 e 1994 ocorreram avanÃos na organizaÃÃo e municipalizaÃÃo dos serviÃos de saÃde desse municÃpio. A anÃlise da evoluÃÃo organizacional da Secretaria de SaÃde do MunicÃpio de Fortaleza, com Ãnfase nesse perÃodo, tem como base leis, decretos, planos de governo, relatÃrios de atividades e entrevistas com os SecretÃrios Municipais de SaÃde. A pesquisa està estruturada em trÃs capÃtulos: retrospectiva das polÃticas de saÃde no Brasil desde o inÃcio do sÃculo atà a atualidade para contextualizar a anÃlise; evoluÃÃo organizacional dessa Secretaria desde a sua criaÃÃo atà o ano de 1983 como referÃncia para o perÃodo em estudo; anÃlise da evoluÃÃo organizacional do perÃodo 1983/1994; e consideraÃÃes sobre os avanÃos organizacionais da InstituiÃÃo. / The guidelines and policies of the BASIC HEALTH SYSTEM in Brazil, introduces each county as na administrative UNIT, which also represents the basis for the implementation and operational functioning of the system itself. Since 1984, the Cityâs Health Department in Fortaleza, Brazil, has been directing the organization of all health services oftered according to the model of the BASIC HEALTH SYSTEM, and there fore administening the delivery of seervices on the basis of HEALTH DISTRICTS. In the period between the years of 1983 and 1984, significant advancements have occured, in the organization and process of local public health service delivery, adjusting to the model of BASIC HEALTH UNITS. The present paper, analyzes the organizational development of the local public Health Department, os the city of Fortaleza, focusing on the above mentioned period, and based upon laws, local government plans and policies, published annual health department activities reports, and interviews with local Secretary of Health officials. This research report is structured is there major chapters: 1) a retrospective survey on major public health policies and political plans, adopted in Brasil, since the beginning of this century, to set up the bacground for the present analysis 2) the organizational development, of the local Healt Department in Fortaleza, since its onset up to the year of 1983, as a reference to the period focused on this study 3) the analysis of the organizational development observed within the period from 1983 to 1994. Finally, some conclusive considerations are made, on the major organizational advancements in this public institution.

The aim of this dissertation is to improve knowledge of how organizations adapt to their dynamic environments, by developing a detailed understanding of the configuration and evolution of organizational replicators. Among open questions in the literature on organizational adaptation, I have explored the following: How can the structure of organizational replicators and the nature of their components be realistically described? How do different organizational replicators interact with each other at different levels within and across organizational boundaries? How do replicators evolve? Why do firms need dynamic capabilities? I’ve addressed these questions by means of an embedded, longitudinal field study of Alessi, an Italian firm founded in 1921, active in the development and production of hundreds of design household products. Data analysis has been carried out in two steps. First, a longitudinal analysis of available primary and archival data has provided an in-depth understanding of the composite nature of organizational replicators, their mutual relationships, their evolution, their outcome stability. Second, a more structured investigation relying on Optimal Matching Analysis allowed to reliably develop an understanding of replicators complexity and of the mechanisms behind their evolution. There are four key findings. First, replicators are not simply behavioral entities—routines in the “narrow sense”. Reliable performance of a capability requires additional elements of physical, intellectual and social capital, which are essential components of replicators (or “Replication Base—RB”, as I suggest to label these more articulated organizational traits). Second, interactions among components of Replication Bases at different levels within and outside the organization suggest a more articulated perspective on how organizational knowledge develops. Components of Replication Bases are often located at different positions within the organization. Over time, knowledge of a particular organizational process takes different forms across the organizational hierarchy. What is local search at one level of analysis, gradually becomes sophisticated foresight at different, typically higher, levels. Third, over time Replication Bases evolve by means of a complex interplay between random mutations and intentional interventions, supported by articulated learning processes. Finally, development of higher-level replicators is not the ultimate answer to the challenge of adaptation. Rather, it allows managers to focus their intentional interventions to the higher-level problems posed by the dynamism of competitive environments. Part of this liberated managerial attention and resources are focused on the crucial, non-routine task of understanding how the organization’s idiosyncratic attributes affect its prospects in the specific competitive context. Taken together, these findings outline the microfoundations of a framework for interpreting organizational adaptation.

This dissertation investigates the role of information technology (IT) in organizational strategy. Specifically, it examines how organizations can persist in turbulent competitive landscapes characterized by IT innovations. Underlying premises for this dissertation are that: (1) ubiquitous IT implies constant disruptions from digital innovation, (2) IT and practice are becoming fused, and (3) organizational strategies are dynamically linked with practice, i.e. they are reciprocally related through what organizations do rather than have. To investigate such IT strategizing processes, I outline a conceptual framework for analyzing how organizations can generate digital capability, i.e. a collection of routines for strategizing by leveraging digital assets to create differential value. Digital assets here refer to the complement of available resources and competencies for IT design and implementation. Based on the notion of dynamic capability and evolutionary theory, this framework emphasizes the importance of sensing, seizing and transforming abilities for generating digital capability. As organizational practices are becoming fused with IT scholars have argued that attempting to disentangle them analytically is futile. In a similar vein, organizational strategy is increasingly reliant on available IT resources for both formulation and execution. In the IS field it is widely acknowledged that IT has both enabling and inhibiting consequences for organizations. Drawing on the resource-based view of the firm and theory on organizational capabilities, the notion of IT capability has been widely used as a conceptual tool for analyzing these dual strategic effects of IT. Considering the explosive advances in computing, network and interaction that have resulted in IT being ubiquitous and deeply embedded in contemporary practices, recent research argues for the need to move beyond the functional view of technology implicit in the IT capability notion. A key aspect to address for such broadening of the perspective is the coevolution of IT and business practices, i.e. who (or what) leads, who or what follows, and whether such a causal distinction is meaningful. Grounded in the outlined conceptual framework, this dissertation examines how organizations can build digital capability to both enable large variation and complexity of feasible competitive actions, and reduce inhibiting effects of IT. The empirical investigation is situated in three distinct domains: boundary spanning IT innovation, transformation of existing IT resources, and hybridization of technology through digitalization of production equipment. These investigations are presented in five research papers. The dissertation contribute to knowledge of IT strategy by: (1) explicating the construct of digital capability, (2) providing a framework for coevolutionary strategizing processes, (3) presenting an empirical illustration of the coevolution of IT and business strategies, and (4) offer specific insights on design and orchestration of processes for digital capability generation.

Desde o final do Século XX e início do Século XXI, estudos analisam a elevada taxa de insucesso ou insatisfação com os Programas de Lean. Esta taxa tem se demonstrado demasiadamente elevada, variando entre 66% e 90%. Como efeito deste insucesso, tem-se o desperdício de tempo, dinheiro, recursos e, talvez o pior, tem-se a propagação do medo nos agentes de mudança em empreitar novas iniciativas de mudança. Estudos apontam a falta de alinhamento de tais projetos com a Cultura Organizacional como uma das questões fundamentais deste insucesso. Partindo desta temática de pesquisa, este ensaio teórico pode ser caracterizado como uma abordagem qualitativa de análise do problema, de natureza básica de pesquisa buscando gerar conhecimentos novos e úteis às organizações, sem aplicação prática prevista neste primeiro estágio de pesquisa. A fonte de evidências para sustentar o modelo proposto foi revisão dos estudos de caso encontrados na literatura, sendo utilizadas tanto uma Revisão Bibliográfica Sistemática (RBS) quanto Exploratória, de tal maneira a buscar o \"estado da arte\" no campo de estudo. A Fundamentação Teórica do trabalho é baseada na literatura de quatro grandes campos de estudo: (i) Estratégia, (ii) Lean, (iii) Cultura Organizacional e (iv) Gestão de Mudanças. A RBS tem foco nas interseções destes grandes campos, agregando 190 trabalhos internacionais. Por sua vez, a Revisão Exploratória traz algumas das principais referências dos três campos de estudo, como: Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, dentre outros. Desta maneira, este trabalho estudou a influência da cultura organizacional nos projetos de transformação e, a partir da ruptura com a teoria atual, construiu e propôs uma sistemática teórica, intitulada de \"Sistemática de Transformação\" (ou simplesmente \"Sistemática T\"), a qual propõe o alinhamento entre três dimensões: Estratégia, Projeto de Transformação e Cultura Organizacional. Fazendo uso desta sistemática, é esperado que os agentes de mudança consigam ter um planejamento mais eficaz do processo de diagnóstico, avaliação e gestão da cultura organizacional alinhado à Estratégia e também ao Projeto de Transformação da organização, com ênfase nos Programas de Lean. A proposição e uso desta sistemática pode favorecer tanto a discussão acadêmica na área de Gestão de Operações sobre o tema, quanto fornecer subsídios para aplicações práticas mais eficazes. / Since the late twentieth century and early twenty-first century, several studies have analyzed the Lean Continuous Improvement Programs high rate of failure or dissatisfaction. This failure rate is too high, ranging between 66% and 90%. Because of this rate, companies have lost money, lost time, wasted resources and, perhaps the worst: this failure can spread the fear in the change agents of making new change initiatives. Studies indicate that a key issue for this failure is the lack of alignment between such improvement programs with the organizational culture. Based on this research theme, this theoretical essay can also be characterized as basic research nature seeking to generate new and useful knowledge to organizations without practical application set forth in this first stage of research. The source of evidence to support the proposed systematic will be based on case studies of literature, being both used one Systematic Bibliographic Review (RBS) and Exploratory Review, seeking to achieve the \"state of the art\" in the field of study. The Theoretical Foundation of the work bases on the literature of three major fields of study: (i) Strategy, (ii) Lean, (iii) Organizational Culture and (iii) Change Management. The RBS focuses on the intersections of these great fields, adding 190 international studies. The Exploratory Review brings some of the main references of the three fields of study, such as Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, among others. Thus, this paper studied the influence of organizational culture in transformation projects and, from the disruption with the current theory, this research work built and proposed a theoretical systematic, titled \"Transformation Systematic\" (or simply \"T Systematic\") proposing the alignment of three dimensions: Strategy, Transformation Project and Organizational Culture. Making use of this systematic, it is expected that change agents can have a more efficient planning process of diagnosis, evaluation and management of organizational culture aligned to the strategy and also the Transformation Project, with emphasis on Lean programs. The proposition and use of this method can both facilitate academic discussion in Operations Management on the topic, as also provide support for applications best practices.

Desde o final do Século XX e início do Século XXI, estudos analisam a elevada taxa de insucesso ou insatisfação com os Programas de Lean. Esta taxa tem se demonstrado demasiadamente elevada, variando entre 66% e 90%. Como efeito deste insucesso, tem-se o desperdício de tempo, dinheiro, recursos e, talvez o pior, tem-se a propagação do medo nos agentes de mudança em empreitar novas iniciativas de mudança. Estudos apontam a falta de alinhamento de tais projetos com a Cultura Organizacional como uma das questões fundamentais deste insucesso. Partindo desta temática de pesquisa, este ensaio teórico pode ser caracterizado como uma abordagem qualitativa de análise do problema, de natureza básica de pesquisa buscando gerar conhecimentos novos e úteis às organizações, sem aplicação prática prevista neste primeiro estágio de pesquisa. A fonte de evidências para sustentar o modelo proposto foi revisão dos estudos de caso encontrados na literatura, sendo utilizadas tanto uma Revisão Bibliográfica Sistemática (RBS) quanto Exploratória, de tal maneira a buscar o \"estado da arte\" no campo de estudo. A Fundamentação Teórica do trabalho é baseada na literatura de quatro grandes campos de estudo: (i) Estratégia, (ii) Lean, (iii) Cultura Organizacional e (iv) Gestão de Mudanças. A RBS tem foco nas interseções destes grandes campos, agregando 190 trabalhos internacionais. Por sua vez, a Revisão Exploratória traz algumas das principais referências dos três campos de estudo, como: Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, dentre outros. Desta maneira, este trabalho estudou a influência da cultura organizacional nos projetos de transformação e, a partir da ruptura com a teoria atual, construiu e propôs uma sistemática teórica, intitulada de \"Sistemática de Transformação\" (ou simplesmente \"Sistemática T\"), a qual propõe o alinhamento entre três dimensões: Estratégia, Projeto de Transformação e Cultura Organizacional. Fazendo uso desta sistemática, é esperado que os agentes de mudança consigam ter um planejamento mais eficaz do processo de diagnóstico, avaliação e gestão da cultura organizacional alinhado à Estratégia e também ao Projeto de Transformação da organização, com ênfase nos Programas de Lean. A proposição e uso desta sistemática pode favorecer tanto a discussão acadêmica na área de Gestão de Operações sobre o tema, quanto fornecer subsídios para aplicações práticas mais eficazes. / Since the late twentieth century and early twenty-first century, several studies have analyzed the Lean Continuous Improvement Programs high rate of failure or dissatisfaction. This failure rate is too high, ranging between 66% and 90%. Because of this rate, companies have lost money, lost time, wasted resources and, perhaps the worst: this failure can spread the fear in the change agents of making new change initiatives. Studies indicate that a key issue for this failure is the lack of alignment between such improvement programs with the organizational culture. Based on this research theme, this theoretical essay can also be characterized as basic research nature seeking to generate new and useful knowledge to organizations without practical application set forth in this first stage of research. The source of evidence to support the proposed systematic will be based on case studies of literature, being both used one Systematic Bibliographic Review (RBS) and Exploratory Review, seeking to achieve the \"state of the art\" in the field of study. The Theoretical Foundation of the work bases on the literature of three major fields of study: (i) Strategy, (ii) Lean, (iii) Organizational Culture and (iii) Change Management. The RBS focuses on the intersections of these great fields, adding 190 international studies. The Exploratory Review brings some of the main references of the three fields of study, such as Edgar Schein, John Kotter, Kim Cameron, Robert Quinn, David Mann, among others. Thus, this paper studied the influence of organizational culture in transformation projects and, from the disruption with the current theory, this research work built and proposed a theoretical systematic, titled \"Transformation Systematic\" (or simply \"T Systematic\") proposing the alignment of three dimensions: Strategy, Transformation Project and Organizational Culture. Making use of this systematic, it is expected that change agents can have a more efficient planning process of diagnosis, evaluation and management of organizational culture aligned to the strategy and also the Transformation Project, with emphasis on Lean programs. The proposition and use of this method can both facilitate academic discussion in Operations Management on the topic, as also provide support for applications best practices.