Anatomia de um motim : trabalho de ruptura institucional na Polícia Militar do Espírito Santo

• Ano de defesa: 2019
• Autor(a) principal: Debortoli, Gustavo
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal do Espírito Santo; BR; Doutorado em Administração; Centro de Ciências Jurídicas e Econômicas; UFES; Programa de Pós-Graduação em Administração
• Palavras-chave em Português: Administração pública; Trabalho institucional; Trabalho institucional disruptivo; Hierarquia; Disciplina; Polícia Militar; Institutional work; Disruptive institutional work; Hierarchy; Discipline; Military Police; subject.br-rjbn; Administração
• Link de acesso: http://repositorio.ufes.br/handle/10/13800

The emergence of social dynamics, fuzzy logics of engagement and the availability of technologies that have allowed the amplification of social and corporate activism have enabled the massification of collective manifestations of dissatisfaction, almost always from a repertoire of direct actions, characterized by acts of rebellion and insubordination, aimed at promoting changes in existing arrangements. Among the main conceptual frameworks used to explore these practices aimed at the reorientation of normative and cognitive structures taken for granted in the field of Organizational Studies are the approaches that privilege recursive relationships between actions and institutions, which acquired special notoriety from the launch of concept of institutional work, proposed by Lawrence and Suddaby (2006). Although the literature dealing with the subject is a rapidly expanding current in Organizational Studies, there is a substantial theoretical gap regarding the investigation of the work of disruption of institutions taken for granted. By identifying this gap, I sought to explore how different actors, especially street-level bureaucrats, organized and worked to promote the disruption of two of the most fundamental institutions of a military police corporation: hierarchy and discipline. By assuming Schatzki's (2006) view that organizations happen, and that we can experience them as they develop, I was able to direct my inquiry to “hear the hidden voices” of these less empowered actors as the phenomenon occurred. As my research object involved the identification and analysis of aspects not necessarily explicit, participant observation was chosen as the dominant data collection technique. After 14 months of observation and experience of field practices, the results showed that the disruptive work, performed from the intentional interposition of third parties in the conduct of practices that contributed to the interruption of socially institutionalized rules, materialize a process of manipulating the boundaries of institutional control tools to disconnect sanctions provided in the military normative order and has helped to close the gap on how disruptive work is required to destabilize highly institutionalized domains.