Made available in DSpace on 2016-04-28T20:13:52Z (GMT). No. of bitstreams: 1 2008 - Eduardo Jordao de Araujo.pdf: 1830348 bytes, checksum: ddf2fe6576e4307318fdaf1953b2d078 (MD5) Previous issue date: 2008-10-16 / The current work approaches the subject of organizational growth and change, particularly the relationship between the development of strategies and structural changes. The research aimed to carry out a couple of objectives, such as: describe the process of developing strategies for an organization; interpretate this process taking into account the environment and detecting the main factors that affected the choices made; identify and describe the strategic choices made throughout the history of the organization; correlate the development of strategies and its effects on the organizational structure; understand how the members of the organization implemented their organizational changes. The researcher conducted a qualitative case study, analyzing the APAEB/Valente Association of sustainable and solidaire development of the Sisaleira Region, located at Valente city, at Bahia State. The main results express that the influence of social, economic, institutional and political factors is an important element of the organization-environment relationship, because those factors are taken into account by the organization when developing their strategies. The research revealed that the strategies developed by APAEB/Valente throughout its history were very similar to the strategies developed by its carpet factory, its main business unit. There are few differences between the process which takes place at that kind of business and the process that takes place at that organization. However, the process of strategy development, organizational change and management revealed some specificities of the kind of organization at stake, such as the difficulties to implement decisions, occurrence of conflict and misunderstanding about the roles of different hierarchy levels within the organization and centralization of decisions at the top of organization, mainly at crisis moments. Those findings lead to the conclusion that there is no automatic relationship between strategy and structure, described and demonstrated by the study case, which corroborates the need for a specific approach for the non-capitalistic economic organizations due their particular nature. / O presente trabalho aborda o tema das organiza??es, do seu crescimento e transforma??o interna. Particularmente, enfoca a rela??o entre formula??o de estrat?gias e mudan?as estruturais. O estudo perseguiu a realiza??o de alguns objetivos, dentre os quais: descrever o processo de formula??o de estrat?gias na organiza??o; interpretar este processo em sua rela??o direta com o ambiente, detectando os principais fatores que interferiram nas escolhas feitas; identificar e descrever as escolhas estrat?gicas feitas ao longo da hist?ria da organiza??o; correlacionar a formula??o das principais estrat?gias com o efeito interno sobre a estrutura organizacional; compreender como os membros da organiza??o implementaram as mudan?as organizacionais. Foi empregado o m?todo do estudo de caso qualitativo, utilizandose a hist?rica experi?ncia da APAEB/Valente - Associa??o de Desenvolvimento Sustent?vel e Solid?rio da Regi?o Sisaleira, localizada no munic?pio de Valente no Estado da Bahia. Os principais resultados obtidos na pesquisa expressam que a influ?ncia dos fatores sociais, econ?micos, institucionais e pol?ticos ? um componente essencial na rela??o organiza??o ambiente, no sentido de que aqueles fatores s?o levados em conta pela organiza??o no desenvolvimento de suas estrat?gias. O estudo revelou que as estrat?gias que a APAEB/Valente formulou ao longo de sua hist?ria se alinharam quase que integralmente com as estrat?gias particulares da sua f?brica de tapetes e carpetes, a sua unidade de neg?cio mais importante. Por isto, s?o poucas as diferen?as do processo que ocorre no tipo empresa e o processo vivenciado naquela organiza??o. No entanto, o processo de estrat?gia, transforma??o organizacional e gest?o apresentaram algumas nuances pr?prias do tipo de organiza??o estudada, tais como dificuldade para a implementa??o de decis?es feitas; ocorr?ncia de confus?o e conflito de pap?is entre diferentes n?veis hier?rquicos no interior da organiza??o e um processo de centraliza??o das decis?es no topo da organiza??o, notadamente nos momentos de crise. Estas constata??es induzem ? afirma??o da n?o ocorr?ncia autom?tica do alinhamento estrat?gia estrutura, descrita e demonstrada pelo caso, fato que corrobora as diferen?as de natureza das organiza??es econ?micas n?o-capitalistas.

Esta pesquisa teve como objetivo descrever a trajetória de crescimento e identificar os indicativos para a autoperpetuação ou a autodestruição percebidas no Sistema de Crédito Cooperativo - SICREDI, de atuação em 10 estados no Brasil, com sede administrativa na cidade de Porto Alegre, Estado do Rio Grande do Sul, durante os anos de 1980 a 2010, a partir de suas decisões estratégicas. Para tanto, a pesquisa utilizou-se do estudo de caso, com caráter exploratório e qualitativo, dentro de uma visão longitudinal e histórica. Os dados primários foram coletados através de entrevistas abertas com os principais dirigentes da organização. Já, os dados secundários foram provenientes principalmente do acesso aos depoimentos dos principais personagens e dirigentes da trajetória do SICREDI, e de documentos da organização como livros, relatórios e revistas, entre outros. A trajetória de crescimento no SICREDI foi organizada em 02 fases principais, as quais refletiram estágios e momentos diferentes da sua história. Após, analisaram-se e classificaram-se as principais respostas da organização de acordo com o modelo proposto por Fleck (2009), com vistas a demonstrar as principais evidencias aos desafios organizacionais em cada uma das fases analisadas. Foram analisados como a organização se comportou frente aos cinco desafios organizacionais: empreendedorismo, navegação no ambiente dinâmico, gerenciamento da diversidade, gerenciamento de recursos humanos e da complexidade (FLECK, 2009). Identificou-se que o SICREDI desenvolveu sua renovação do crescimento organizacional, a preservação da sua integridade e produção de folga, para o caminho da sua longevidade saudável, ou seja, da sua autoperpetuação, identificado através da sua permanente busca pelo crescimento organizacional, através da integração vertical e horizontal, superação normativa e pelo empreendedorismo, visão e liderança demonstrado pelos seus líderes. / This Research has the objective of describing the growth trajectory and to identify indicators for the self-perpetuation or self-destruction noticed in the Credit Cooperative System – SICREDI, which is now in 10 states in Brazil, with its headquarters in Porto Alegre, RIO GRANDE DO SUL State, from 1980 up to 2010, from its strategic decisions. For this reason, the Research used case studies with a longitudinal and historical scope. The primary data were collected through open interviews with the main leaders of the company. The secondary data came mainly from the testimony of the main characters and leaders in SICREDI’S trajectory and also from documents like books, reports and magazines, among others. Sicredi’s growth trajectory was organized in 2 main phases which had different moments and stages throughout its history. After defining the phases, the main responses of the organization according to the proposed model by Fleck (2009) were analyzed and classified, with the objective of demonstrating the main evidences of the organizational challenges in each of the phases analyzed. The company was also analyzed towards its behaviour in the 5 organizational challenges: entrepreneurship, navigation in a dynamic environment, diversity management, human resources management and complexity (FLECK, 2009). It was concluded that SICREDI developed the renewal of its organizational growth, its integrity and production of spare to promote a path for a healthy longevity, in other words, of its selfperpetuation, identified by their constant quest for organizational growth through vertical and horizontal integration, overcoming regulatory and entrepreneurialism, leadership and vision shown by their leaders.

Esta pesquisa teve como objetivo descrever a trajetória de crescimento e identificar os indicativos para a autoperpetuação ou a autodestruição percebidas no Sistema de Crédito Cooperativo - SICREDI, de atuação em 10 estados no Brasil, com sede administrativa na cidade de Porto Alegre, Estado do Rio Grande do Sul, durante os anos de 1980 a 2010, a partir de suas decisões estratégicas. Para tanto, a pesquisa utilizou-se do estudo de caso, com caráter exploratório e qualitativo, dentro de uma visão longitudinal e histórica. Os dados primários foram coletados através de entrevistas abertas com os principais dirigentes da organização. Já, os dados secundários foram provenientes principalmente do acesso aos depoimentos dos principais personagens e dirigentes da trajetória do SICREDI, e de documentos da organização como livros, relatórios e revistas, entre outros. A trajetória de crescimento no SICREDI foi organizada em 02 fases principais, as quais refletiram estágios e momentos diferentes da sua história. Após, analisaram-se e classificaram-se as principais respostas da organização de acordo com o modelo proposto por Fleck (2009), com vistas a demonstrar as principais evidencias aos desafios organizacionais em cada uma das fases analisadas. Foram analisados como a organização se comportou frente aos cinco desafios organizacionais: empreendedorismo, navegação no ambiente dinâmico, gerenciamento da diversidade, gerenciamento de recursos humanos e da complexidade (FLECK, 2009). Identificou-se que o SICREDI desenvolveu sua renovação do crescimento organizacional, a preservação da sua integridade e produção de folga, para o caminho da sua longevidade saudável, ou seja, da sua autoperpetuação, identificado através da sua permanente busca pelo crescimento organizacional, através da integração vertical e horizontal, superação normativa e pelo empreendedorismo, visão e liderança demonstrado pelos seus líderes. / This Research has the objective of describing the growth trajectory and to identify indicators for the self-perpetuation or self-destruction noticed in the Credit Cooperative System – SICREDI, which is now in 10 states in Brazil, with its headquarters in Porto Alegre, RIO GRANDE DO SUL State, from 1980 up to 2010, from its strategic decisions. For this reason, the Research used case studies with a longitudinal and historical scope. The primary data were collected through open interviews with the main leaders of the company. The secondary data came mainly from the testimony of the main characters and leaders in SICREDI’S trajectory and also from documents like books, reports and magazines, among others. Sicredi’s growth trajectory was organized in 2 main phases which had different moments and stages throughout its history. After defining the phases, the main responses of the organization according to the proposed model by Fleck (2009) were analyzed and classified, with the objective of demonstrating the main evidences of the organizational challenges in each of the phases analyzed. The company was also analyzed towards its behaviour in the 5 organizational challenges: entrepreneurship, navigation in a dynamic environment, diversity management, human resources management and complexity (FLECK, 2009). It was concluded that SICREDI developed the renewal of its organizational growth, its integrity and production of spare to promote a path for a healthy longevity, in other words, of its selfperpetuation, identified by their constant quest for organizational growth through vertical and horizontal integration, overcoming regulatory and entrepreneurialism, leadership and vision shown by their leaders.

Esta pesquisa teve como objetivo descrever a trajetória de crescimento e identificar os indicativos para a autoperpetuação ou a autodestruição percebidas no Sistema de Crédito Cooperativo - SICREDI, de atuação em 10 estados no Brasil, com sede administrativa na cidade de Porto Alegre, Estado do Rio Grande do Sul, durante os anos de 1980 a 2010, a partir de suas decisões estratégicas. Para tanto, a pesquisa utilizou-se do estudo de caso, com caráter exploratório e qualitativo, dentro de uma visão longitudinal e histórica. Os dados primários foram coletados através de entrevistas abertas com os principais dirigentes da organização. Já, os dados secundários foram provenientes principalmente do acesso aos depoimentos dos principais personagens e dirigentes da trajetória do SICREDI, e de documentos da organização como livros, relatórios e revistas, entre outros. A trajetória de crescimento no SICREDI foi organizada em 02 fases principais, as quais refletiram estágios e momentos diferentes da sua história. Após, analisaram-se e classificaram-se as principais respostas da organização de acordo com o modelo proposto por Fleck (2009), com vistas a demonstrar as principais evidencias aos desafios organizacionais em cada uma das fases analisadas. Foram analisados como a organização se comportou frente aos cinco desafios organizacionais: empreendedorismo, navegação no ambiente dinâmico, gerenciamento da diversidade, gerenciamento de recursos humanos e da complexidade (FLECK, 2009). Identificou-se que o SICREDI desenvolveu sua renovação do crescimento organizacional, a preservação da sua integridade e produção de folga, para o caminho da sua longevidade saudável, ou seja, da sua autoperpetuação, identificado através da sua permanente busca pelo crescimento organizacional, através da integração vertical e horizontal, superação normativa e pelo empreendedorismo, visão e liderança demonstrado pelos seus líderes. / This Research has the objective of describing the growth trajectory and to identify indicators for the self-perpetuation or self-destruction noticed in the Credit Cooperative System – SICREDI, which is now in 10 states in Brazil, with its headquarters in Porto Alegre, RIO GRANDE DO SUL State, from 1980 up to 2010, from its strategic decisions. For this reason, the Research used case studies with a longitudinal and historical scope. The primary data were collected through open interviews with the main leaders of the company. The secondary data came mainly from the testimony of the main characters and leaders in SICREDI’S trajectory and also from documents like books, reports and magazines, among others. Sicredi’s growth trajectory was organized in 2 main phases which had different moments and stages throughout its history. After defining the phases, the main responses of the organization according to the proposed model by Fleck (2009) were analyzed and classified, with the objective of demonstrating the main evidences of the organizational challenges in each of the phases analyzed. The company was also analyzed towards its behaviour in the 5 organizational challenges: entrepreneurship, navigation in a dynamic environment, diversity management, human resources management and complexity (FLECK, 2009). It was concluded that SICREDI developed the renewal of its organizational growth, its integrity and production of spare to promote a path for a healthy longevity, in other words, of its selfperpetuation, identified by their constant quest for organizational growth through vertical and horizontal integration, overcoming regulatory and entrepreneurialism, leadership and vision shown by their leaders.

Introduction: The study focuses on organizations that operate in the construction industry. The organizations studied are Skanska, Veidekke, and Serneke. The three organizations are established organizations in the Scandinavian construction industry. The study focuses on Skanska, Veidekke, and Serneke – three companies in the Scandinavian construction industry. Aim: The aim of this study is to develop an understanding regarding the impact of the company’s intrinsic competencies on the company’s internal development, which leads to sustainable organizational growth. This study identifies three intrinsic competencies: communication, organizational structure and behavior, and the organization’s motivation and cohesion. Methodology: The authors have interviewed the CEOs of each company and have further interviewed two managers at each company. The study followed a qualitative approach to tackle the concept of sustainable organizational growth. Findings & Conclusion: This study provides an insight regarding how companies view the importance of internal growth of the companies. All the companies analyzed in this study have put a high importance on the development of their intrinsic competencies to maintain internal organizational development. The companies have also identified that the internal organizational development is a vital criterion that leads to sustainable organizational growth. Theoretical Contributions: The theoretical framework developed for this study identifies the gap in the research and further enhances the understanding of sustainable organizational growth in the Swedish construction industry. Managerial Implications: The organizations studied have portrayed a focus on environmental sustainability as a key determinant for sustainable organizational growth. This study further highlights that without the development of the organization’s intrinsic competencies and internal organizational development, environmental sustainability is not feasible. The three organizations studied have exhibited a foundation that focuses on the development of their intrinsic competencies and internal organizational development. The foundation that the companies developed enables sustainable organizational growth, which encompasses environmental sustainability. Limitations: The study focuses on three companies in the Swedish construction industry and ascertains conclusions based on the findings of the three companies. The external validity of this study is a limitation as the findings can differ if the study is conducted on a different sample pool. Suggestions regarding future research: The framework provides a foundation for future research to be conducted on construction industries similar to the Swedish construction industry. The study uses Hill & Bowen’s (1997) framework to develop the foundations that enabled the development of this study’s theoretical framework. This study’s theoretical framework can be further examined and used to expand the findings of this study and future studies regarding the Swedish construction industry.

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Organizational growth poses new challenges for top management. In small organizations, coordination and communication is spontaneous and require little structure to be efficient. However, as the organization grows, the increased number of individuals requires a larger amount of coordination and communication. In this study, our purpose is to increase understanding of why growing companies are experiencing challenges with coordination as well as to increase organizational control. To fulfill this, we study one organization in particular. In order to find a sustainable solution, we investigate why these challenges are experienced. We argue that addressing the underlying causes for experiencing these challenges is the most effective solution in the way that it ensures that the same challenges do not recur. Therefore, the relationship between the challenges that are articulated by the organization and the underlying causes for the challenges is central to our study. Our study shows that our object of study would benefit from an increased internal focus to enable for long-term growth. This finding supports several existing models for organizational growth. Our object of study currently employs few systematized internal processes and is in need of further systematization with regards to several aspects, such as strategy development and implementation and organizational control. Our study further shows that a lack of systematization on a managerial level leads to ambiguities that are translated to the operational level. This explains the discrepancies between the challenges that are expressed by the organization and their underlying causes. / Organisatorisk tillväxt innebär nya utmaningar för företagsledningen. I små organisationer sker koordination och kommunikation spontant och kräver inte särskilt mycket struktur för att vara effektiv. När organisationen växer, gör emellertid det ökade antalet individer så att mer koordination och kommunikation behövs. Vårt syfte med denna studie är att öka förståelse för varför växande företag upplever utmaningar med koordination samt att öka organisatorisk kontroll. För att uppnå detta studerar vi en specifik organisation. För att hitta en hållbar lösning, så undersöker vi varför dessa utmaningar upplevs. Vi menar att detta är den mest effektiva lösningen på så sätt att man genom att adressera de underliggande orsakerna till att utmaningarna upplevs kan säkerställa att samma utmaningar inte återuppstår vid ett senare tillfälle. Således blir kopplingen mellan de utmaningar som artikuleras av organisationen och dess underliggande orsaker en central del i vår studie. Vår studie visar på att vårt fallföretag skulle gynnas av ett ökat internt fokus. Detta ökade interna fokus skulle möjliggöra för långsiktig tillväxt. Denna upptäckt stödjer flertalet befintliga modeller för organisatorisk tillväxt. Vårt fallföretag har i nuläget få systematiserade interna processer och är i behov av ökad systematisering utav flera aspekter, bland annat strategiarbete och organisatorisk kontroll. Vår studie visar även att en bristande systematisering på ledningsnivå leder till tvetydigheter som fortplantar sig till den operationella nivån. Detta förklarar diskrepansen mellan de utmaningar som artikuleras av organisationen och dess underliggande orsaker.

The study of how social organizations work, change and develop is central to sociology and to our understanding of the social world and its transformations. At the same time, the underlying principles of organizational dynamics are extremely difficult to investigate. This is partly due to the difficulties of tracking organizations, individuals and their interactions over relatively long periods of time. But it is also due to limitations in the kinds of quantitative methods used to tackle these questions, which are for the most part based on regression analysis. This thesis seeks to improve our understanding of social organizing by using models to explore and describe the logics of the structures and mechanisms underlying organizational change. Particular emphasis is given to the modeling process, the use of new concepts and analogies, and the application of interdisciplinary methods to get new insights into classical sociological questions. The thesis consists of an introductory part and five studies (I-V). Using Swedish longitudinal data on employment in the Stockholm Region, the studies tackle different dimensions of organizational dynamics, from organizational structures and growth processes to labor mobility and employment trajectories. The introductory chapters contextualize the studies by providing an overview of theories, concepts and quantitative methods that are relevant for the modeling of organizational dynamics.  The five studies look into various aspects of organizational dynamics with the help of complementary data representations and non-traditional quantitative methods. Study I analyzes organizational growth statistics for different sectors and industries. The typically observed heavy-tailed statistical patterns for the size and growth rate distributions are broken down into a superposition of interorganizational movements. Study II models interorganizational movements as a labor flow network. Organizations tend to be more tightly linked if they belong to the same ownership sector. Additionally, public organizations have a more stable connection structure. Study III uses a similarity-based method called homogeneity analysis to map out the social space of large organizations in the Stockholm Region. A social distance is then derived within this space, and we find that the interorganizational movements analyzed in Studies I and II take place more often between organizations that are closer in social space and in the same network community. Study IV presents an approach to organizational dynamics based on sequences of employment states. Evidence for a positive feedback mechanism is found for large and highly sequence-diverse public organizations. Finally, Study V features an agent-based model where we simulate a social influence mechanism for organizational membership dynamics. We introduce a parameter analogous to a physical temperature to model contextual influence, and the familiar growth distributions are recovered as an intermediate case between extreme parameter values. The thesis as a whole provides suggestions for a more process-oriented modeling approach to social organizing that gives a more prominent role to the logics of organizational change. Finally, the series of methodological tools discussed can be useful for the analysis of many other social processes and more broadly for the development of quantitative sociological methods. / <p>At the time of the doctoral defense, the following papers were unpublished and had a status as follows: Paper 1: Manuscript. Paper 2: Manuscript. Paper 3: Manuscript. Paper 4: Manuscript.</p><p> </p>

Syftet med uppsatsen var att undersöka vad som motiverar kvinnor att ta en anställning som gruppbefäl, soldat eller sjöman (GSS) i Försvarsmakten. Studien redogör en pusselbit kring vad som motiverar kvinnor att ta anställning i nämnd personalkategori, vilket är betydelsefullt då Försvarsmakten står inför en personell tillväxt samtidigt som myndigheten idag inte når de uppsatta målen i personalkategorin GSS. I studien kan vi se att kvinnorna tar en anställning då de främst söker ett yrke som kan ge dem möjligheter till självrealisering, ett sammanhang med en samhörighet och gemenskap. Dessa drivkrafter har förklarats och redovisats med stöd av motivationsteorier. Det utmärkande med studien är att kvinnors motivation till att ta anställning specifikt som GSS inte tidigare studerats. Då inte några tydliga differenser mellan teorier och studiens empiri har kunnat påvisats, ser vi att det är andra faktorer som måste påverkas om fler kvinnor ska ta anställning som GSS. Försvarsmakten, och kanske även samhället i stort, måste belysa Försvarsmaktens roll och klargöra möjligheterna att tjänstgöra inom myndigheten som GSS. Att påverka en individs vilja att ta en anställning är svårt, men att sprida upplysande information kring befattningar till målgruppen unga kvinnor är en viktig faktor som kan öka inflödet av kvinnor till befattningar som GSS. Samtidigt ser vi i studien att det vore gynnsamt att undersöka målgruppens kunskap gällande yrken i Försvarsmakten och då GSS i synnerhet. Rekommendationer till Försvarsmakten är att undersöka varför framtagna mål inte nås men än viktigare, se över och redigera målen utifrån målgruppens intresse till uppnåbara nivåer, med fokus på förutsättningarna hos befolkningen. Informationsinsatser inom ramen för grundutbildningen måste fortsatt koordinerat genomföras. Studien påvisar att dessa har en god effekt och bör utvecklas då Försvarsmakten står inför en tillväxt där hela befolkningen har en betydande roll som rekryteringsgrund för att verkliggöra denna. / The purpose of the thesis was to gain a greater understanding of what motivates women to take up a position as a squad commander, soldier, or sailor (GSS) in the Swedish Armed Forces. The study provides a piece of the puzzle on what motivates women to take up employment, which is important as the Armed Forces is facing personnel growth while the agency today does not reach the stated goals in the mentioned personnel category.  In the study, we can see that women take a job as they are primarily looking for a profession that can give them opportunities for self-realization, a connection with a sense of belonging and community. These driving forces have been explained and reported with the help of motivation theories. The characteristic of the study is that women's motivation to take up employment as GSS has not been studied before. As no clear differences between theories and the empirical data of the study have been demonstrated, we see that there are other factors that must be affected if more women are to take a job as GSS.  The Armed Forces, and perhaps also society at large, must highlight the role of the Armed Forces and clarify the possibilities serving within the authority as GSS. Influencing an individual's willingness to take up employment is difficult but disseminating enlightening information about positions to the target group of young women is an important factor that can increase the influx of women into GSS positions. At the same time, we see in the study that it would be beneficial to examine the target group's knowledge regarding professions in the Swedish Armed Forces and then GSS in particular.  Recommendations to the Armed Forces are to study why developed goals are not achieved but even more importantly, review and edit the goals based on the target group's interest to achievable levels, focusing on the conditions of the population. Information activities within the framework of the basic training must continue to be carried out in a coordinated manner. The study shows that these information efforts have a good effect and should be developed as the Swedish Armed Forces is facing a growth where the entire population has a significant role as a recruitment basis to realize this.