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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.
| Identifer | oai:union.ndltd.org:IBICT/oai:localhost:tede/717 |
| Date | 16 October 2008 |
| Creators | Ara?jo, Eduardo Jord?o de |
| Contributors | Castro, Ana C?lia |
| Publisher | Universidade Federal Rural do Rio de Janeiro, Curso de P?s-Gradua??o em Desenvolvimento, Agricultura e Sociedade, UFRRJ, Brasil, Ci?ncias Sociais Aplicadas |
| Source Sets | IBICT Brazilian ETDs |
| Language | Portuguese |
| Detected Language | English |
| Type | info:eu-repo/semantics/publishedVersion, info:eu-repo/semantics/doctoralThesis |
| Format | application/pdf |
| Source | reponame:Biblioteca Digital de Teses e Dissertações da UFRRJ, instname:Universidade Federal Rural do Rio de Janeiro, instacron:UFRRJ |
| Rights | info:eu-repo/semantics/openAccess |
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