Submitted by Nadir Basilio (nadirsb@uninove.br) on 2017-05-22T16:40:30Z No. of bitstreams: 1 Leonardo Souza Santana.pdf: 1684678 bytes, checksum: 0be5c8bc0a4e8a8d4d542ef79ce58693 (MD5) / Made available in DSpace on 2017-05-22T16:40:30Z (GMT). No. of bitstreams: 1 Leonardo Souza Santana.pdf: 1684678 bytes, checksum: 0be5c8bc0a4e8a8d4d542ef79ce58693 (MD5) Previous issue date: 2016-04-28 / This study described the characteristics of the formation and evolution of the shared vision of management teams of four third sector sports organizations. Shared vision is understood as the mental image shared by a group of individuals facing a desired future condition to be achieved. The theoretical framework of this study covered concepts related to shared vision and managerial conversation of management teams in the context of the management of small sports organizations in the Third Sector. The methodological approach was descriptive and based on qualitative research methods and the multicaso study (Yin, 2015; Eisenhardt, 1989b; Lima, 2010). The data were collected through in-depth interviews. This analysis included steps of intracause and intercaso analysis, according to the recommendations of Miles and Huberman (1994) and Lima (2010), in order to present the relationship between variables through schemas and representative tables to organize and provide greater clarity to the data of the search. For better analysis of the data, the Atlas-ti software was used in order to obtain a greater depth and level of detail of the study. The analyzes reveal that the formation and evolution of the common vision of the steering teams are fed by shared NEV (new elements of vision). These are generated in the subjectivity of the steering team members under the influence of FI (influence factors). The "strategic conversation", the "way of being", the "individual images", the "shared magens" and "the individual vision" are the most important FI to explain the phenomenon studied in all POETS cases. / Este estudo descreveu as características da formação e evolução da visão compartilhada de equipes de direção de quatro organizações esportivas do terceiro setor. A visão compartilhada é entendida como a imagem mental compartilhada por um conjuto de indivíduos diante de uma condição futura desejada a alcançar. A estrutura teórica do presente estudo percorreu conceitos relativos à visão compartilhada e conversa estatégica das equipes de direção no contexto da gestão de pequenas organizações esportivas do Terceiro Setor. A abordagem metodológica foi descritiva e baseada em métodos qualitativos de pesquisa e no estudo multicaso (Yin, 2015; Eisenhardt, 1989b; Lima 2010). A coleta dos dados foi realizada por meio de entrevistas em profundidade. Esta análise incluiu etapas de análise intracaso e intercaso, segundo as recomendações de Miles e Huberman (1994) e Lima (2010), de modo a apresentar a relação entre variáveis por meio de esquemas e quadros representativos para organizar e proporcionar maior clareza aos dados da pesquisa. Para melhor análise dos dados, foi utilizado o software Atlas-ti a fim de se obter uma maior profundidade e nível de detalhamento do estudo. As análises revelam que a formação e evolução da visão comum das equipas de direção são alimentados por NEV (novos elementos de visão) compartilhado. Estes são gerados na subjetividade dos membros da equipe de direção sob a influência de FI (fatores de influencia). A “conversa estratégica”, o “modo de ser”, as “imagens individuais”, as “magens compartilhadas” e “a visão individual” são os mais importantes FI para explicar o fenômeno estudado em todos os casos de POETS.

Le but de notre thèse est d'étudier l'émergence d'une vision partagée au sein des équipes entrepreneuriales associatives. Nous considérons tout d'abord l'approche traditionnelle militante qui met en avant des actions collectives des bénévoles et des salariés prenant part au développement de l'association. Nous intégrons ensuite la littérature sur l'entrepreneuriat social davantage orientée vers la réalisation efficace d'une finalité sociale. Nous considérons ces deux approches comme deux formes possibles de l'entrepreneuriat en association. Nous désignons en tant qu’équipe entrepreneuriale le groupe d'individus de taille variable, portant le projet et impulsant l'organisation vers sa réalisation. Nous étudions comment les membres de cette équipe se positionnent entre ces deux visions afin d'analyser les risques de divisions, mais aussi les possibilités d'émergence d'une vision partagée. Suivant une approche psychosociologique, nous conceptualisons la notion de vision en termes de représentation sociale. Nous analysons la confrontation entre ces deux représentations comme une étape d'un cycle à travers lequel les acteurs ajustent leur vision à la réalité. Nous expliquons ainsi comment des pratiques en provenance de l'entrepreneuriat social sont développées au sein des équipes entrepreneuriales associatives. Sur la base de 48 entretiens semi-directifs et d'une étude de cas complète, nos données permettent de comprendre les mécanismes suivant lesquels la vision émerge et évolue. Notre modèle de recherche part de l'écart existant entre l'idéal de la vision et la réalité des pratiques. Entre les deux, des mécanismes, à la fois opératoires et psychosociologiques, favorisent l'adaptation, autrement dit permettent « d'affronter » le réel à partir de l'idée. A partir des travaux de Weick (1979), nous montrons que face à des situations conflictuelles entre les membres porteurs des deux visions de l'association, la « rétention » de l'une ou de l'autre passe, au-delà des discussions, par leur « mise en acte » gestionnaire. / The purpose of this thesis is to study how a shared vision can emerge among the members of the entrepreneurial teams managing nonprofit organizations. We first examine the grassroots approach that emphasizes the collective action of volunteers and employees working together in the development of the association. We then consider social entrepreneurship literature focusing on the effective achievement of social goals. We integrate these two visions as two possible forms of entrepreneurship in nonprofit organizations. We identify the entrepreneurial team as a group of individuals working together toward the development of the objectives of the nonprofit organization and their achievement. We analyze how the different members of the team position themselves with regard to these two visions to analyze the risk of divisions, but also the possibility of the emergence of a shared vision. Adopting a socio-psychological approach, we conceptualize the notion of a shared vision in terms of social representations. We integrate the confrontation between these two representations as part of a cycle through which actors adjust their vision to fit reality. We then go on to study and explain how social entrepreneurship practices are introduced and develop within the entrepreneurial team of nonprofit organizations.Based on 48 semi-structured interviews and a full case study, the data collected contribute to a better understanding of the mechanisms through which the shared vision emerges and evolves. Our research model highlights the distance between the ideal of the vision and the reality in practice. Between this ideal and the reality, operational and psychological processes are at work. Drawing on Weick (1979), when members of the entrepreneurial team are divided between two visions of their non-profit organization, the “retention” of one or the other is the consequence of managerial “enactment” rather than discussion.

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<p>Sammendrag</p><p>Problemstillingen i vår oppgave er som følger: Har aktørene i prosjekt innlandsuniversitetet et omforent felles mentalt bilde for utvikling av strategien og derigjennom felles visjon for utvikling av Innlandsuniversitetet.</p><p>Vi har brukt ”den lærende organisasjon” som rammeverk for å belyse disse dimensjonene felles visjon og felles mentalt bilde. I tillegg har vi sett at enhver prosess avkrever ledelse.</p><p>Gjennom kvalitative intervju med 11 sentrale personer som har vært eller er knyttet til prosjektet har vi gjort funn som tydelig peker på at aktørene i prosjektet mangler felles visjon og at de mangler en felles referanseramme.</p><p>Dette skaper strategiske og ledelsemessige utfordringer, både på kort og lengre sikt.</p><p>Vi vurderer det slik at Prosjekt Innlandsuniversitetet kan lykkes, men det krever at det tas noen kraftigere ledelsesgrep.</p> / <p>Abstract</p><p>The subject in our thesis is as follows: Do the participants in the Project Innlandsuniversitetet have a shared mental picture of strategy development and by that a shared vision for the development of Innlandsuniversitetet?</p><p>We have used “The Learning Organization” as a framework to enlighten the dimensions “shared vision” and “shared mental picture”. We have in addition observed that any process demands leadership.</p><p>Through qualitative interviews with 11 key persons who have been or still is connected with the project we have made findings which clearly points out that the participants in the project are in lack of a “shared vision” and a “shared framework”. This leads to demands of strategy and leadership.</p><p>In our view the project Innlandsuniversitetet can succeed, but it needs a stronger hand of leadership.</p>

Sammendrag Problemstillingen i vår oppgave er som følger: Har aktørene i prosjekt innlandsuniversitetet et omforent felles mentalt bilde for utvikling av strategien og derigjennom felles visjon for utvikling av Innlandsuniversitetet. Vi har brukt ”den lærende organisasjon” som rammeverk for å belyse disse dimensjonene felles visjon og felles mentalt bilde. I tillegg har vi sett at enhver prosess avkrever ledelse. Gjennom kvalitative intervju med 11 sentrale personer som har vært eller er knyttet til prosjektet har vi gjort funn som tydelig peker på at aktørene i prosjektet mangler felles visjon og at de mangler en felles referanseramme. Dette skaper strategiske og ledelsemessige utfordringer, både på kort og lengre sikt. Vi vurderer det slik at Prosjekt Innlandsuniversitetet kan lykkes, men det krever at det tas noen kraftigere ledelsesgrep. / Abstract The subject in our thesis is as follows: Do the participants in the Project Innlandsuniversitetet have a shared mental picture of strategy development and by that a shared vision for the development of Innlandsuniversitetet? We have used “The Learning Organization” as a framework to enlighten the dimensions “shared vision” and “shared mental picture”. We have in addition observed that any process demands leadership. Through qualitative interviews with 11 key persons who have been or still is connected with the project we have made findings which clearly points out that the participants in the project are in lack of a “shared vision” and a “shared framework”. This leads to demands of strategy and leadership. In our view the project Innlandsuniversitetet can succeed, but it needs a stronger hand of leadership.

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Effective knowledge sharing within project teams is critical to knowledge-intensive professional service firms. Prior research studies indicate a positive association between trust, social-cognitive factors, and effective knowledge sharing among co-workers. The conceptual framework proposed here builds on these studies, and draws from theoretical foundations from the organizational behavior, psychology, information studies, sociology, and management literature on organizational trust and knowledge sharing, and identifies the most significant factors found to influence organizational knowledge sharing directly and indirectly through trust. The study makes methodological contributions in the form of conceptualizations for knowledge sharing behavior, trust, and tie strength. Also, it provides a more nuanced and focused analysis, by factoring for knowledge type and co-worker working relationship. Data were collected from 275 knowledge workers (‘legal professionals’ and paralegals) engaged in shared legal project work, at one of Canada’s largest multijurisdictional law firms. The nature of their work required a significant reliance on co-workers, for both explicit and tacit knowledge. Multiple regression analysis, among other statistical techniques, was used to test the hypotheses and determine significant relationships. Of the factors examined in the study, the three found to have the strongest effect on respondents’ trust in their co-workers were shared vision, shared language, and tie strength. Furthermore, the two factors found to have the strongest effect on organizational knowledge sharing behavior were trust and shared vision. Overall trust was also found to have a mediating effect between shared vision and knowledge sharing behavior, and between shared language and knowledge sharing behavior. A significant implication for practitioners is that effective knowledge sharing among co-workers requires a nurturing manager to work on developing co-worker trust and shared vision. Furthermore, a manager wanting to promote trust between co-workers must nurture shared language and shared vision.