Despite the abundant research regarding individual-level feedback, few studies examine team feedback, particularly the relationship between team feedback reactions and organizational performance. Through a field study and a lab study, this paper examines two reactions to team feedback, specifically blaming and strategizing, and their relationship to team performance. Study 1 showed that both blaming and strategizing occur in about 1/3 of team feedback meetings in an international sample of teams. Blaming was found to negatively correlate with productivity improvement (r = -.59), whereas strategizing was found to positively correlate with productivity improvement (r = .33). Study 2 was a lab study conducted to addresses several of the limitations from Study 1. The results from Study 2 were mixed. Although the manipulation failed to differentiate the experimental conditions in Study 2, post hoc correlational analyses showed a positive relationship between strategizing and viability, and a negative relationship between excuse making and viability. Correlational analyses also revealed a negative relationship between blaming or excuse making and team cohesion. These results suggest further research is warranted in this area.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-08-23T12:33:14Z No. of bitstreams: 1 Lucianne Ramalho do Canto_.pdf: 4128139 bytes, checksum: 331ce28f478404cd8cc2656513be7e7f (MD5) / Made available in DSpace on 2016-08-23T12:33:15Z (GMT). No. of bitstreams: 1 Lucianne Ramalho do Canto_.pdf: 4128139 bytes, checksum: 331ce28f478404cd8cc2656513be7e7f (MD5) Previous issue date: 2016-06-28 / UNISINOS - Universidade do Vale do Rio dos Sinos / O presente trabalho apresenta um estudo a respeito da intensidade de participação do Conselho de Administração na formulação estratégica das grandes empresas brasileiras. O mesmo se justifica, principalmente, por ainda haver muita pluralidade e ausência de conclusão em relação a qual o nível ideal de participação do conselho com a estratégia da organização. Além disso, as atuais crises financeiras e empresariais colocam os conselhos como atores da discussão sobre a responsabilidade com a governança da empresa. Para analisar a intensidade de participação dos conselhos na formulação estratégica, se buscou entender o contexto em que as empresas estão inseridas; as características do órgão que favorecem ou dificultam o envolvimento ativo na formulação da estratégia; e as atividades desempenhadas pelos mesmos na formulação estratégica. Esses objetivos foram cumpridos através da vertente qualitativa de pesquisa, que se utilizou de três diferentes formas de coleta de dados: (1) pesquisa documental, principalmente em atas e documentos do conselho; (2) entrevistas em profundidade com presidentes de conselho, conselheiros e expert do IBGC; e (3) observações em reuniões do conselho de administração das organizações participantes. Como campo de pesquisa foram utilizadas as grandes empresas brasileiras, pertencentes aos níveis 2 e novo mercado. Com o estudo, foi possível observar que as empresas cumprem diferentes intensidades de participação na condução da formulação estratégica. Foram analisados alguns aspectos que podem impactar nessa posição como: composição acionária, estrutura de poder, composição do conselho e práticas realizadas pelo mesmo. Por fim, foi definido o perfil de cada empresa estudada em relação ao seu tipo de “strategising”, relacionando com as evidências encontradas ao estudar a estrutura e características de cada conselho. Foi possível constatar, que os conselhos, em geral, apresentam um alto nível de envolvimento com a estratégia das organizações – mas cada uma com as suas lacunas no que diz respeito à condução do processo de formulação estratégica. / The current essay presents a study about the board of director’s intensity of participation in the strategy formulation of the large Brazilian companies. This study can be justified mainly by the fact that still remains many points of views and a lack of conclusion regarding the ideal involvement level of the board concerning the company’s strategy. In addition, the current financial and corporate crisis leverages the boards as protagonists of the discussion about the responsibility with the company governance. To analyze the participation intensity of the board on the strategy formulation, it was sought to understand the context in which the companies operates, the board of director’s characteristics which reflects positively or create difficulties to its active involvement and how the board engages to the strategy formulation in practical terms. Those objectives were reached through a qualitative research, which has used three different data collection ways: (1) documentary research, mostly in the board of directors minute books and its documents; (2) in-depth interviews with chairmen of the board, advisers and IBGC expert; and (3) observations of board of director meetings. As the research field were considered some of the biggest Brazilian companies, belonging to the levels 2 or “new market”, according to the BM&FBOVESPA definition. Along the study, it was possible to observe that the companies comply with different intensity levels on participating or conducting the strategic formulation. Were analyzed some aspects that could impact on this position, such as shareholding structure, power structure, the composition of the board and their practices. Finally, it was defined the profile of every studied company according to its “strategizing” style, relating to the founded evidences while studying their board of directors structure and characteristics. It was found that the board of directors, generally, shows a high level of involvement with the companies strategies – however each one with their gaps regarding the strategic formulation leading process.