Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.

Submitted by João Vicente Cavalcante Campos Tavares (jvtavares@gmail.com) on 2017-12-21T19:02:58Z No. of bitstreams: 1 Dissertação - João Vicente Tavares.pdf: 671969 bytes, checksum: 23c20a99c23af14db9a2fbe1a511170b (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2017-12-22T18:10:47Z (GMT) No. of bitstreams: 1 Dissertação - João Vicente Tavares.pdf: 671969 bytes, checksum: 23c20a99c23af14db9a2fbe1a511170b (MD5) / Made available in DSpace on 2018-01-16T11:19:22Z (GMT). No. of bitstreams: 1 Dissertação - João Vicente Tavares.pdf: 671969 bytes, checksum: 23c20a99c23af14db9a2fbe1a511170b (MD5) Previous issue date: 2017-12-13 / This study intends to identify the predominant people management model inALFA, a federal state company. Secondarily, it seeks to identify possible organizationalparadoxes within the company studied, to point out positive and negative aspects of ALFAmanagement in recent years, and to propose a new model of people management, built basedon the interviewees' perception and the literature review for this research. It was adopted the case study method. Semi-structured and in-depthinterviews were conducted with 12 employees, addressing, in addition to topics related topeople management, relevant aspects about the company and the environment in which itoperates. It has been demonstrated that the Instrumental People Management Modelpredominates in ALFA and that this model does not produce good results. The existence oftwo organizational paradoxes was identified: stability versus temporality and instrumentalmanagement versus competency management. It was concluded that the model should bepredominantly the Political People Management Model, with the implementation of acompetency model in all human resources processes. It was also verified that the machinebureaucracy structure existing in ALFA induces an instrumental management of people, sothat the transition to an adhocracy structure was proposed. From these results, public service organizations can identify possibleinadequacies in their people management model and the existence of organizationalparadoxes. It is hoped that this work will help in the implementation of more adequate peoplemanagement models in public service, improving the supply of public goods and services tosociety. / Este estudo pretende identificar o modelo de gestão de pessoas predominante na ALFA, empresa estatal federal. Ainda, busca secundariamente identificar possíveis paradoxos organizacionais dentro da empresa estudada, apontar aspectos positivos e negativos da gestão da empresa ALFA nos últimos anos e propor um novo modelo de gestão de pessoas, construído com base na percepção dos entrevistados e do referencial teórico desta pesquisa. O método utilizado foi o estudo de caso. Foram realizadas entrevistas semiestruturadas e em profundidade com 12 funcionários, abordando, além de temas relacionados à gestão de pessoas, aspectos relevantes sobre a empresa e sobre o ambiente em que ela se insere. Foi demonstrado que predomina na ALFA o Modelo Instrumental de Gestão de Pessoas e que este modelo não produz bons resultados. Foi identificada a existência de dois paradoxos organizacionais: estabilidade versus temporalidade e gestão instrumental versus gestão por competências. Chegou-se à conclusão que modelo deve ser predominantemente o Modelo Político de Gestão de Pessoas, com implantação de gestão por competências em todos os processos de recursos humanos. Verificou-se também que a estrutura de burocracia mecanizada existente na ALFA induz uma gestão instrumental de pessoas, de forma que foi proposta a transição para uma estrutura de adhocracia. A partir desses resultados, as organizações do Serviço Público podem identificar possíveis inadequações do seu modelo de gestão de pessoas e existência de paradoxos organizacionais. Espera-se que este trabalho auxilie na implantação de modelos de gestão de pessoas mais adequados no Serviço Público, melhorando a oferta de bens e serviços públicos à sociedade.