O estrategizar e o design thinking no setor público : estudo de caso de um laboratório de inovação de um estado da região sudeste

• Ano de defesa: 2025
• Autor(a) principal: Costa, Margareth de Souza
• Orientador(a): Silva Junior, Annor da
• Banca de defesa: Silva, Alfredo Rodrigues Leite da , Rosa, Alexandre Reis, Morais, César Augusto Tureta de, Montenegro, Ludmilla Meyer, Luft, Maria Conceição Melo Silva
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal do Espírito Santo; Doutorado em Administração
• Programa de Pós-Graduação: Programa de Pós-Graduação em Administração
• Departamento: Centro de Ciências Jurídicas e Econômicas
• País: BR
• Palavras-chave em Português: Estratégia como prática; Inovação no setor público; Laboratório de inovação no governo; Design Thinking; Wicked Problems; Strategy as Practice; Public Sector Innovation; Government Innovation Lab
• Área do conhecimento CNPq: Administração
• Link de acesso: http://repositorio.ufes.br/handle/10/20228

This research aims to understand strategy-making as a social practice and design thinking for external practitioners involved in an initiative of an innovation lab a State in the Southeast Region, identified in the text as State Alpha. Regarding strategy as practice, this thesis is relevant to the extent that it analyzes the praxes and practices carried out by practitioners in this specific organizational context. Concerning innovation in the public sector, understanding the actors’ initiatives enables their actions and interactions, which in turn fosters the generation of innovation. Regarding innovation labs, it is worthwhile to attempt to investigate and explore the context underpinning a recent phenomenon that, through contextualized design thinking activities, seeks to address the wicked problems of the public sector. A qualitative case study was conducted, in which terminology related to strategy as practice emerged, namely strategic routines, problems and solutions for practitioners, as well as strategic collaboration and innovation for these practitioners. To this end, twelve semi-structured interviews were conducted involving the characterization of twelve external practitioners and the work processes in the investigated contexts in which they are embedded, and the initiatives proposed by the investigated innovation lab were also analyzed. Additionally, complex problems within the investigated contexts were analyzed. Finally, the process of strategizing in the investigated contexts was examined and discussed. The analyzed data allowed for advances regarding strategy as practice and innovation. The synthesis of results indicates that strategizing is a constant, dynamic process involving the negotiation of multiple interests and institutional actors. Furthermore, these institutional actors respond with their diverse expectations, objectives, and influences in decision-making. In any case, it was observed that strategizing operates in continuous evolution, shaped by everyday organizational actions and interactions. Regarding the innovation lab, it was understood as a facilitator of collaborative practices that promote the implementation of solutions for the public sector. On the other hand, it is evident that the lab needs to assume a more active role in engaging with a larger number of Secretariats within the investigated state, aiming to expand its institutional reach and strengthen the Secretariats with more innovative practices in the public sector. Concerning innovation, it was possible to understand that it makes the public sector more efficient, transparent, and capable of addressing complex problems in a creative and collaborative manner. Furthermore, it was noted that further research or even new investment in the field could establish a connection between actors working indirectly and those interacting directly with the investigated innovation lab. This deeper understanding could provide better insight into the complex problems of the Secretariats and even the reasons for the unequal engagement of the innovation lab across all Secretariats in State Alpha. Ultimately, it is expected that these contributions will assist practitioners, institutions in both the public and private sectors, and academics in exploring new pathways for strategy as practice and innovation in organizational contexts