Experiencing absurdity of organizational life: a dive in a kafkaesque universe
Ano de defesa: | 2018 |
---|---|
Autor(a) principal: | |
Orientador(a): | |
Banca de defesa: | |
Tipo de documento: | Tese |
Tipo de acesso: | Acesso aberto |
Idioma: | eng |
Instituição de defesa: |
Não Informado pela instituição
|
Programa de Pós-Graduação: |
Não Informado pela instituição
|
Departamento: |
Não Informado pela instituição
|
País: |
Não Informado pela instituição
|
Palavras-chave em Português: | |
Palavras-chave em Inglês: | |
Link de acesso: | http://hdl.handle.net/10438/20690 |
Resumo: | Dysfunctional bureaucracy is a major challenge for developing countries like Brazil today. There are innumerable problems, among which the lack of effectiveness, inefficiency, and absurd contexts that lead to stress, suffering and burn-out are highlighted. Although such organizations have received attention from the area of Administration and Organizational Studies, the studies related to coping with absurd contexts are very incipient. More rare are the empirical studies that analyse the daily life of people who face such situations. In order to address such gaps, this research is based on an empirical study carried out in a 15-month period (October 2015 to December 2016) of data collection through 50 interviews, conversations and daily observation of managers of research, development and innovation (R&D&I) projects in the largest company in the electric sector in Brazil. Secondary data and documents were also collected. The goal of this research is to develop theory about the absurd in bureaucratic organizations. This research contributes to the development of academic knowledge in two aspects: first, from the theoretical point of view, when dealing with absurdity in a bureaucratic organizational context, a subject not much discussed; second, from a practical point of view, to deepen the knowledge about the daily life of managers, and to bring elements that allow to rethink several of the daily challenges of these managers. Data was analyzed through an iterative thematic analysis. Through this I identified that the organizational context is complex and involves: (1) Bureaucracy; (2) Multiples cultures; (3) Leadership changes and the lack of sensegiver; (4) R&D&I colliding with organizational routine; (5) Personality in the processes; (6) Informality and non-registration of activities; (7) Politics. The data theory presents that the absurd is understood from the notions of: (a) Environment of contradictions; (b) Fear and guilt; and (c) Loneliness. The consequences of the absurd experience in the context studied involve: (i) Emotional work; (ii). Turnover; (iii) Non-implementation of projects; (iv) Metamorphosis of the sense of innovation; (v) Loss of sense of innovation; and (vi) Inaction. In answering the proposed research question, the contributions of this thesis are: (i) the elaboration of a working definition for absurdity; (ii) contribution to the practice of innovation management in the Brazilian electric sector, based on the reflection of its innovation dynamics. The theory generated is under construction and reflects the interpretation of a particular researcher. The effort of this research is expected to stimulate researchers in the continuity of research into the absurd in bureaucratic organizations. |
id |
FGV_e89d44c7dafee061794bfd67eea91526 |
---|---|
oai_identifier_str |
oai:bibliotecadigital.fgv.br:10438/20690 |
network_acronym_str |
FGV |
network_name_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
repository_id_str |
|
spelling |
Matos, Lorena Bezerra de SouzaEscolas::EAESPBertero, Carlos OsmarIpiranga, Ana Sílvia RochaAvrichir, IlanSilveira, Rafael Alcadipani da2018-03-27T12:30:41Z2018-03-27T12:30:41Z2018-02-28http://hdl.handle.net/10438/20690Dysfunctional bureaucracy is a major challenge for developing countries like Brazil today. There are innumerable problems, among which the lack of effectiveness, inefficiency, and absurd contexts that lead to stress, suffering and burn-out are highlighted. Although such organizations have received attention from the area of Administration and Organizational Studies, the studies related to coping with absurd contexts are very incipient. More rare are the empirical studies that analyse the daily life of people who face such situations. In order to address such gaps, this research is based on an empirical study carried out in a 15-month period (October 2015 to December 2016) of data collection through 50 interviews, conversations and daily observation of managers of research, development and innovation (R&D&I) projects in the largest company in the electric sector in Brazil. Secondary data and documents were also collected. The goal of this research is to develop theory about the absurd in bureaucratic organizations. This research contributes to the development of academic knowledge in two aspects: first, from the theoretical point of view, when dealing with absurdity in a bureaucratic organizational context, a subject not much discussed; second, from a practical point of view, to deepen the knowledge about the daily life of managers, and to bring elements that allow to rethink several of the daily challenges of these managers. Data was analyzed through an iterative thematic analysis. Through this I identified that the organizational context is complex and involves: (1) Bureaucracy; (2) Multiples cultures; (3) Leadership changes and the lack of sensegiver; (4) R&D&I colliding with organizational routine; (5) Personality in the processes; (6) Informality and non-registration of activities; (7) Politics. The data theory presents that the absurd is understood from the notions of: (a) Environment of contradictions; (b) Fear and guilt; and (c) Loneliness. The consequences of the absurd experience in the context studied involve: (i) Emotional work; (ii). Turnover; (iii) Non-implementation of projects; (iv) Metamorphosis of the sense of innovation; (v) Loss of sense of innovation; and (vi) Inaction. In answering the proposed research question, the contributions of this thesis are: (i) the elaboration of a working definition for absurdity; (ii) contribution to the practice of innovation management in the Brazilian electric sector, based on the reflection of its innovation dynamics. The theory generated is under construction and reflects the interpretation of a particular researcher. The effort of this research is expected to stimulate researchers in the continuity of research into the absurd in bureaucratic organizations.Burocracias disfuncionais são um grande desafio para países em desenvolvimento como o Brasil hoje. Existem inúmeros problemas, entre os quais se destacam a falta de eficácia, a ineficiência e os contextos absurdos que levam ao estresse, ao sofrimento e ao burn-out. Embora essas organizações tenham recebido atenção da área de Administração e Estudos Organizacionais, os estudos relacionados a lidar com contextos absurdos são muito incipientes. Mais raros ainda são os estudos empíricos que analisam a vida diária das pessoas que enfrentam tais situações. Para abordar essas lacunas, esta pesquisa se baseia em um estudo empírico realizado em um período de 15 meses (outubro de 2015 a dezembro de 2016) de coleta de dados através de 50 entrevistas, conversas e observação diária de gerentes de projetos de pesquisa, desenvolvimento e inovação (P&D&I) na maior empresa do setor elétrico no Brasil. Os dados e documentos secundários também foram coletados. O objetivo desta pesquisa é desenvolver a teoria sobre o absurdo em organizações burocráticas. Esta pesquisa contribui para o desenvolvimento do conhecimento acadêmico em dois aspectos: primeiro, do ponto de vista teórico, ao lidar com o absurdo em um contexto organizacional burocrático, assunto não muito discutido; segundo, do ponto de vista prático, ao aprofundar o conhecimento sobre a vida cotidiana dos gerentes e trazer elementos que permitam repensar vários dos desafios diários desses gerentes. Os dados foram analisados através de uma análise temática iterativa. Através disto, identifiquei que o contexto organizacional é complexo e envolve: (1) Burocracia; (2) Culturas múltiplas; (3) Mudanças de liderança e falta de sensegiver; (4) P&D&I colidindo com rotina organizacional; (5) Personalidade nos processos; (6) Informalidade e não registro de atividades; (7) Política. A teoria dos dados apresenta que o absurdo é compreendido a partir das noções de: (a) Ambiente de contradições; (b) Medo e culpa; e (c) Solidão. As consequências da experiência do absurdo no contexto estudado envolvem: (i) Trabalho emocional; (ii). Turnover; (iii) Não-implementação dos projetos; (iv) Metamorfose do sentido de inovação; (v) Perda do sentido de inovação; e (vi) Inação. Ao responder a questão de pesquisa proposta, as contribuições desta tese são: (i) elaboração de uma definição para absurdo; (ii) contribuição para a prática da gestão da inovação no setor elétrico brasileiro, com base no reflexo de sua dinâmica de inovação. A teoria gerada nos dados está em construção e reflete a interpretação de uma pesquisadora em particular. Espera-se que o esforço dessa pesquisa estimule pesquisadores na continuidade da investigação acerca do absurdo em organizações burocráticas.engSensemakingAbsurdityBureaucracyElectrical sectorAbsurdoBurocraciaSetor elétricoAdministração de empresasBurocraciaRelações interorganizacionaisEnergia - IndústriaExperiencing absurdity of organizational life: a dive in a kafkaesque universeinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/doctoralThesisinfo:eu-repo/semantics/openAccessreponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas (FGV)instacron:FGVTEXTTese_Lorena Matos_EAESP.pdf.txtTese_Lorena Matos_EAESP.pdf.txtExtracted texttext/plain467106http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/4/Tese_Lorena%20Matos_EAESP.pdf.txt8270e97b89b29757c900b12507727a55MD54ORIGINALTese_Lorena Matos_EAESP.pdfTese_Lorena Matos_EAESP.pdfPDFapplication/pdf2453987http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/1/Tese_Lorena%20Matos_EAESP.pdfa5e901a808bbd3e36f425bf1bcbf8de8MD51LICENSElicense.txtlicense.txttext/plain; charset=utf-84707http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/2/license.txtdfb340242cced38a6cca06c627998fa1MD52THUMBNAILTese_Lorena Matos_EAESP.pdf.jpgTese_Lorena Matos_EAESP.pdf.jpgIM Thumbnailimage/jpeg763http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/3/Tese_Lorena%20Matos_EAESP.pdf.jpgf05e91e68cc25fdd988b39ebaa767efeMD5310438/206902019-08-30 12:57:39.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ório InstitucionalPRI |
dc.title.eng.fl_str_mv |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
title |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
spellingShingle |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe Matos, Lorena Bezerra de Souza Sensemaking Absurdity Bureaucracy Electrical sector Absurdo Burocracia Setor elétrico Administração de empresas Burocracia Relações interorganizacionais Energia - Indústria |
title_short |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
title_full |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
title_fullStr |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
title_full_unstemmed |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
title_sort |
Experiencing absurdity of organizational life: a dive in a kafkaesque universe |
author |
Matos, Lorena Bezerra de Souza |
author_facet |
Matos, Lorena Bezerra de Souza |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.member.none.fl_str_mv |
Bertero, Carlos Osmar Ipiranga, Ana Sílvia Rocha Avrichir, Ilan |
dc.contributor.author.fl_str_mv |
Matos, Lorena Bezerra de Souza |
dc.contributor.advisor1.fl_str_mv |
Silveira, Rafael Alcadipani da |
contributor_str_mv |
Silveira, Rafael Alcadipani da |
dc.subject.eng.fl_str_mv |
Sensemaking Absurdity Bureaucracy Electrical sector |
topic |
Sensemaking Absurdity Bureaucracy Electrical sector Absurdo Burocracia Setor elétrico Administração de empresas Burocracia Relações interorganizacionais Energia - Indústria |
dc.subject.por.fl_str_mv |
Absurdo Burocracia Setor elétrico |
dc.subject.area.por.fl_str_mv |
Administração de empresas |
dc.subject.bibliodata.por.fl_str_mv |
Burocracia Relações interorganizacionais Energia - Indústria |
description |
Dysfunctional bureaucracy is a major challenge for developing countries like Brazil today. There are innumerable problems, among which the lack of effectiveness, inefficiency, and absurd contexts that lead to stress, suffering and burn-out are highlighted. Although such organizations have received attention from the area of Administration and Organizational Studies, the studies related to coping with absurd contexts are very incipient. More rare are the empirical studies that analyse the daily life of people who face such situations. In order to address such gaps, this research is based on an empirical study carried out in a 15-month period (October 2015 to December 2016) of data collection through 50 interviews, conversations and daily observation of managers of research, development and innovation (R&D&I) projects in the largest company in the electric sector in Brazil. Secondary data and documents were also collected. The goal of this research is to develop theory about the absurd in bureaucratic organizations. This research contributes to the development of academic knowledge in two aspects: first, from the theoretical point of view, when dealing with absurdity in a bureaucratic organizational context, a subject not much discussed; second, from a practical point of view, to deepen the knowledge about the daily life of managers, and to bring elements that allow to rethink several of the daily challenges of these managers. Data was analyzed through an iterative thematic analysis. Through this I identified that the organizational context is complex and involves: (1) Bureaucracy; (2) Multiples cultures; (3) Leadership changes and the lack of sensegiver; (4) R&D&I colliding with organizational routine; (5) Personality in the processes; (6) Informality and non-registration of activities; (7) Politics. The data theory presents that the absurd is understood from the notions of: (a) Environment of contradictions; (b) Fear and guilt; and (c) Loneliness. The consequences of the absurd experience in the context studied involve: (i) Emotional work; (ii). Turnover; (iii) Non-implementation of projects; (iv) Metamorphosis of the sense of innovation; (v) Loss of sense of innovation; and (vi) Inaction. In answering the proposed research question, the contributions of this thesis are: (i) the elaboration of a working definition for absurdity; (ii) contribution to the practice of innovation management in the Brazilian electric sector, based on the reflection of its innovation dynamics. The theory generated is under construction and reflects the interpretation of a particular researcher. The effort of this research is expected to stimulate researchers in the continuity of research into the absurd in bureaucratic organizations. |
publishDate |
2018 |
dc.date.accessioned.fl_str_mv |
2018-03-27T12:30:41Z |
dc.date.available.fl_str_mv |
2018-03-27T12:30:41Z |
dc.date.issued.fl_str_mv |
2018-02-28 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/doctoralThesis |
format |
doctoralThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10438/20690 |
url |
http://hdl.handle.net/10438/20690 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
instname_str |
Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
collection |
Repositório Institucional do FGV (FGV Repositório Digital) |
bitstream.url.fl_str_mv |
http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/4/Tese_Lorena%20Matos_EAESP.pdf.txt http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/1/Tese_Lorena%20Matos_EAESP.pdf http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/2/license.txt http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/20690/3/Tese_Lorena%20Matos_EAESP.pdf.jpg |
bitstream.checksum.fl_str_mv |
8270e97b89b29757c900b12507727a55 a5e901a808bbd3e36f425bf1bcbf8de8 dfb340242cced38a6cca06c627998fa1 f05e91e68cc25fdd988b39ebaa767efe |
bitstream.checksumAlgorithm.fl_str_mv |
MD5 MD5 MD5 MD5 |
repository.name.fl_str_mv |
|
repository.mail.fl_str_mv |
|
_version_ |
1742146166070444032 |