Planejamento e execução de estratégias: um estudo sobre as divergências no processo

• Ano de defesa: 2016
• Autor(a) principal: Silva, Ana Valeria Barbosa da
• Orientador(a): Serralvo, Francisco Antônio
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Pontifícia Universidade Católica de São Paulo
• Programa de Pós-Graduação: Programa de Estudos Pós-Graduados em Administração
• Departamento: Faculdade de Economia, Administração, Contábeis e Atuariais
• País: Brasil
• Palavras-chave em Português: Estratégia; Planejamento; Execução estratégica
• Palavras-chave em Inglês: Strategy; Planning; Strategy execution
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://tede2.pucsp.br/handle/handle/19269

Approaching the topic strategy sends us to an initial reflection about planning, and it can induce the manager to worry almost solely about diagnosis, analysis, positioning identification and the so-desired search for sustainable competitive advantage. However, this reflection also requires that some attention be drawn simultaneously to its execution, taking into account all of its unfolding aspects and obstacles to be overcome. In this study, the main goal was to identify the obstacles that take strategies with high potential of success to not reach the desired outcome. For this purpose, correlated topics have been identified and they deserve full attention in order that formulation and execution take place effectively. It is also relevant to highlight complexity, different ways to approach strategy, tools for management and the role of managers. In the beginning, the available literature about the topics mentioned was screened and the findings only reinforce the idea that the topic strategy ought to be focused. Strategy execution is not as representative as strategy formulation. Even so, it was possible to put these studies together, showing clearly that authors focus on them. Based on the available literature and on these studies, a case study was elaborated. The case is one of a blue-chip Brazilian Financial Institution that uses the Balanced Scorecard as a tool to support the Strategic Management, in which a research by Hrebiniak (2006 and 2008) was replicated. In this study, 1020 questionnaires were sent, with a number of 380 respondents. The analysis of the replies has brought not only confirmation of Hrebiniak’s conclusions (2006 and 2008), but it has also added new approaching points. The obstacle concerning the difficulties in overcoming the challenge in communication presented a prominent position too