Estratégia, combinação e reticências
PDF

Palavras-chave

Administração
Estratégia como processo
Estratégia como prática
Management
Strategy as a process
Strategy as a practice

Como Citar

Cavalcanti, H. T., & Freitas, J. S. (2020). Estratégia, combinação e reticências . ForScience, 8(1), e00695. https://doi.org/10.29069/forscience.2020v8n1.e695

Resumo

Este trabalho tem como objetivo discutir teoricamente aspectos da Estratégia como processo e como prática social. Assim, consiste em um ensaio teórico que caracteriza ambas as ênfases de pesquisa e aponta possibilidades de combinação entre essas tradições. Nesse contexto, fornece uma visão crítica, que aproxima a abordagem micro da Estratégia como prática a uma análise sociológica, enquanto a Estratégia como processo é tida como associada às práticas de gestão na Administração e ao seu ideário centrado no desempenho organizacional. Dessa forma, o trabalho, apesar de revisar recentes propostas internacionais de diálogo entre essas tradições, acaba por destacar a possível incomensurabilidade de combinação direta dessas abordagens, devido aos diferentes valores e crenças subjacentes aos enfoques no mercado ou na sociedade como o contexto primário das organizações.

Palavras-chave: Administração. Estratégia como processo. Estratégia como prática.

 

Strategy, combination and suspension points

Absrtract

This paper aims to theoretically discuss aspects of Strategy as a process and as a social practice. Thus, it consists of a theoretical essay that characterizes both research emphases and points out possibilities of combination between these traditions. In this context, it provides a critical view that approximate the micro approach of Strategy as practice to a sociological analysis, while Strategy as a process is considered to be associated with management practices in administration and its ideas centered on organizational performance. Thus, the work, despite reviewing recent international proposals for dialogue between these traditions, eventually highlights the possible incommensurability of direct combination of these approaches, due to the different values and beliefs underlying market or societal approaches as the primary context of organizations.

Keywords: Management. Strategy as a process. Strategy as a practice.

https://doi.org/10.29069/forscience.2020v8n1.e695
PDF

Referências

ARGYRES, N.; MCGAHAN, A. M. Introduction: Michael Porter’s competitive strategy. Academy of Management Executive, v. 16, n. 2, p. 41-42, 2002.

BALOGUN, J. et al. Placing strategy discourse in context: sociomateriality, sensemaking, and power. Journal of Management Studies, v. 51, n. 2, p. 175-201, 2014.

BALOGUN, J.; HUFF, A. S.; JOHNSON, P. Three responses to the methodological challenges of studying strategizing. Journal of Management Studies, v. 40, n. 1, p. 197-224, 2003.

BARNEY, J. Firm resources and sustained competitive advantage. Journal of Management, v. 17, n. 1, p. 99-120, 1991.

BURGELMAN, R. A. A Process model of strategic business exit: implications for an evolutionary perspective on strategy. Strategic Management Journal, v. 17, n. S1, p. 193-214, 1996.

BURGELMAN, R. A. et al. Strategy processes and practices: dialogues and intersections. Strategic Management Journal, v. 39, n. 3, p. 531-558, 2018.

CHIA, R. Essai: time, duration and simultaneity: rethinking process and change in organizational analysis. Organization Studies, v. 23, n. 6, p. 863–868, 2002.

CHIA, R.; MACKAY, B. Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice. Human Relations, v. 60, n. 1, p. 217-242, 2007.

FELDMAN, M.; WORLINE, M. The practicality of practice theory. Academy of Management Learning & Education, v. 15, n. 2, p. 304-324, 2016.

FLOYD, S. W. et al. Processes and practices of strategizing and organizing: review, development, and the role of bridging and umbrella constructs. Journal of Management Studies, v. 48, n. 5, p. 933-952, 2011.

FREITAS, J. et al. Perspectivas teóricas do mainstream da administração estratégica: uma meta-síntese. Revista Inteligência Competitiva, Santana de Parnaíba v. 7, n. 1, p. 154-182, 2017.

GIMENEZ, F. A. P. et al. Estratégia em pequenas empresas: uma aplicação do modelo de Miles e Snow. Revista de Administração Contemporânea, Curitiba, v. 3, n. 2, p. 53-74, 1999.

GOLSORKHI, D. et al. Introduction: what is strategy as practice? In. GOLSORKHI, D. et al. (Org.). Cambridge handbook on strategy as practice. Cambridge, England: Cambridge University Press, p. 1-29, 2015.

GRECKHAMER, T. The stretch of strategic management discourse: a critical analysis. Organization Studies, v. 31, n. 7, p. 841–871, 2010.

GUERRAS-MARTÍNA, L. Á.; MADHOKB, A.; MONTORO-SÁNCHEZC, Á. The evolution of strategic management research: recent trends and current directions. BRQ Business Research Quarterly, v. 17, n. 2, p. 69-76, 2014.

HERRMANN, P. Evolution of strategic management: the need for new dominant designs. International Journal of Management Reviews, v. 7, n. 2, p. 111-130, jun. 2005.

HOSKISSON, R. E. et al. Theory and research in strategic management: swings of a pendulum. Journal of Management, v. 25, n. 3, p. 417-456, 1999.

HUFF, A. S.; REGER, R. K. A review of strategic process research. Journal of Management, v. 13, n. 2, p. 211-236, 1987.

HUTZSCHENREUTER, T.; KLEINDIENST, I. Strategy-process research: what have we learned and what is still to be explored. Journal of Management, v. 32, n. 5, p. 673-720, 2006.

JARZABKOWSKI, P. Strategy as practice: recursiveness, adaptation, and practices-in-use. Organization Studies, v. 25, n. 4, p. 529-560, 2004.

JARZABKOWSKI, P.; BALOGUN, J.; SEIDL, D. Strategizing: the challenges of a practice perspective. Human Relations, v. 60, n. 1, p. 5-27, 2007.

JARZABKOWSKI, P.; KAPLAN, S. Taking “strategy-as-practice” across the Atlantic. In: BAUM, J. A. C.; LAMPEL, J. (Ed.). Globalization of strategy research. Bingley-UK: Emerald Publishing, 2010. p. 51-71. (Advances in Strategic Management, 27).

JARZABKOWSKI, P. et al. If you aren’t talking about practices, don’t call it a practice-based view: rejoinder to bromiley and rau in strategic organization. Strategic Organization, v. 14, n. 3, p. 270-274, 2016.

JOHNSON, G. et al. Strategy as practice: research directions and resources. Cambridge: Cambridge University Press, 2007.

JOHNSON, G.; MELIN, L.; WHITTINGTON, R. Micro strategy and strategizing: towards an activity-based view. Journal of Management Studies, v. 40, n. 1, p. 3-22, 2003.

KNIGHTS, D.; MORGAN, G. Corporate strategy, organizations, and subjectivity: a critique. Organization Studies, v. 12, n. 2, p. 251-273, 1991.

KOUAMÉ, S.; LANGLEY, A. Relating microprocesses to macro-outcomes in qualitative strategy process and practice research. Strategic Management Journal, v. 39, n. 3, p. 559-581, 2018.

LANGLEY, A. Process thinking in strategic organization. Strategic organization, v. 5, n. 3, p. 271-282, 2007.

LECHNER, C.; MÜLLER-STEWENS, G. et al. Strategy process research: what do we know, what should we know? In: DAHIYA, S. B. (Ed.). The current state of business disciplines: v. 4 Management. Rohtak: Spellbound Verlag, 2000. p. 1863-1893.

MELLAHI, K.; SMINIA, H. Introduction: the frontiers of strategic management research. International Journal of Management Reviews, v. 11, n. 1, p. 1-7, 2009.

MINTZBERG, H. Patterns in strategy formation. Management Science, v. 24, n. 9, p. 934-948, 1978.

MINTZBERG, H; WATERS, J A. Of strategies, deliberate and emergent. Strategic Management Journal, v. 6, n. 3, p. 257-272, 1985.

MOHR, L. B. Explaining organizational behavior. San Francisco (CA-US): Jossey-Bass, 1982.

PRAHALAD, C. K.; HAMEL, G. The core competence of the corporation. Harvard Business Review, v. 68, n. 3, p. 79-91, 1990.

PORTER, M. E. O que é estratégia. Harvard Business Review, v. 74, n. 6, p. 61-78, 1996.

RASCHE, A.; CHIA, R. Researching strategy practices: a genealogical social theory perspective. Organization Studies, v. 30, n. 7, p. 713-734, 2009.

RESCHER, N. Process metaphysics: an introduction to process philosophy. New York: State University of New York Press, 1996.

SEIDL, D.; WHITTINGTON, R. Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies. Organization Studies, v. 35, n. 10, p. 1407-1421, 2014.

SMINIA, H. Process research in strategy formation: theory, methodology and relevance. International Journal of Management Reviews, v. 11, n. 1, p. 97-125, 2009.

SPANOS, Y. E.; LIOUKAS, S. An examination into the causal logic of rent generation: contrasting porter’s competitive strategy framework and the resource-based perspective. Strategic Management Journal, v. 22, n. 10, p. 907-934, 2001.

SPLITTER, V.; SEIDL, D. Does practice-based research on strategy lead to practically relevant knowledge? Implications of a Bourdieusian perspective. The Journal of Applied Behavioral Science, v. 47, n. 1, p. 98-120, 2011.

STONEHOUSE, G.; SNOWDON, B. Competitive advantage revisited: Michael Porter on strategy and competitiveness. Journal of Management Inquiry, v. 16, n. 3, p. 256-273, 2007.

TEECE, D. J. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, v. 28, n. 13, p. 1319-1350, 2007.

TEECE, D.J.; PISANO, G.; SHUEN, A. Dynamic capabilities and strategic management. Strategic Management Journal, v. 18, n. 7, p. 509-533, 1997.

VAARA, E.; DURAND, R. How to connect strategy research with broader issues that matter? Strategic Organization, v. 10, n. 3, p. 248-255, 2012.

VAARA, E.; WHITTINGTON, R. Strategy-as-practice: taking social practices seriously. Academy of Management Annals, v. 6, n. 1, p. 285-336, 2012.

VAARA, E.; SONENSHEIN, S.; BOJE, D. Narratives as sources of stability and change in organizations: approaches and directions for future research. Academy of Management Annals, v. 10, n. 1, p. 495-560, 2016.

WENZEL, M.; KOCH, J. Strategy as staged performance: a critical discursive perspective on keynote speeches as a genre of strategic communication. Strategic Management Journal, v. 39, n. 3, p. 639-663, 2018.

WHITTINGTON, R. Strategy as practice. Long Range Planning, v. 29, n. 5, p. 731-735, 1996.

WHITTINGTON, R. Completing the practice turn in strategy research. Organization Studies, v. 27, n. 5, p. 613-634, 2006.

WHITTINGTON, R. Strategy practice and strategy process: family differences and the sociological eye. Organization Studies, v. 28, n. 10, p. 1575-1586, 2007.

WHITTINGTON, R. Greatness takes practice: on practice theory’s relevance to “great strategy”. Strategy Science, v. 3, n. 1, p. 343-351, 2018.

WHITTINGTON, R. et al. Taking strategy seriously: responsibility and reform for an important social practice. Journal of Management Inquiry, v. 12, n. 4, p. 396-409, 2003.

WOLF, C.; FLOYD, S.W. Strategic planning research: toward a theory-driven agenda. Journal of Management, v. 43, n. 6, p. 1754-1788, 2017

Creative Commons License

Este trabalho está licensiado sob uma licença Creative Commons Attribution-NonCommercial 4.0 International License.

Copyright (c) 2020 Array