A contribuição das conversações dos agentes e das conversas de fundo para a construção de respostas à mudança organizacional

• Ano de defesa: 2019
• Autor(a) principal: Piazzi, Daniele Brenha
• Orientador(a): Domenico, Silvia Marcia Russi de
• Banca de defesa: Brunstein, Janete, Lima, Vera Lúcia Cançado
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Centro de Ciências Sociais e Aplicadas (CCSA)
• País: Brasil
• Palavras-chave em Português: mudança organizacional; respostas à mudança; conversas; conversações
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23673

In organizations, the human action is inherent (TSOUKAS; CHIA, 2002), affecting the lives of the people who are part of, and producing responses. Therefore, it is necessary participation of organizational actors to the success of change implementation. The academic literature points out that communication is an important tool for dealing with reactions and responses in organizational change. However, for some authors (WEICK; QUINN, 1999; BECHER, 2003; FORD; FORD, 1995; FORD; FORD; MCNAMARA, 2002) organizational change, as a phenomenon, is a process created and maintained by communication through the conversations. For this reason, this objective of this study was to understand how the conversations among agents of change contribute to the construction of responses in organizational change. Focusing in implementation of a new department at a private higher education institution, it was adopted the qualitative approach, and as research strategy the case study, considering as source discursive materials, focal groups, participant observation and documents. The results obtained through thematic analysis and inspired by the pragmatics of communication analysis, show that background conversations, as well the types of conversations that exist (or not) in organizations, contribute to the construction of several responses in the agents, and not just the resistance as proposed by Ford and Ford (1995). Thus, organizational change as phenomenon, is created, sustained, managed and closed by the conversations between agents. This study aim contributing to the field of organizational changes, bringing light to an approach of communication, that has not yet been addressed in the studies on change.