Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede
Ano de defesa: | 2021 |
---|---|
Autor(a) principal: | |
Orientador(a): | |
Banca de defesa: | , , , |
Tipo de documento: | Tese |
Tipo de acesso: | Acesso aberto |
Idioma: | por |
Instituição de defesa: |
Universidade Federal de Santa Maria
Centro de Ciências Sociais e Humanas |
Programa de Pós-Graduação: |
Programa de Pós-Graduação em Administração
|
Departamento: |
Administração
|
País: |
Brasil
|
Palavras-chave em Português: | |
Palavras-chave em Inglês: | |
Área do conhecimento CNPq: | |
Link de acesso: | http://repositorio.ufsm.br/handle/1/24517 |
Resumo: | The importance of resources to integrate the strategy to the company's operations flow, point out the organizational structure as a critical factor for the creation and support of dynamic capabilities, which are determinant for the success of an organization. This study aimed to verify how the organizational structure influences the creation and support of dynamic capabilities in SMEs that belong to a cooperation network. The operationalization of the research took place through the following specific objectives: to understand how SMEs belonging to the Redefort Cooperation Network; are structured and what are the sustaining elements of the functional and operational dynamics of these companies; describe and analyze how the process of creating and sustaining the dynamic capabilities of SMEs belonging to the Redefort Cooperation Network takes place; analyze the existing relationships between organizational structures and dynamic capacity of SMEs belonging to the Redefort Cooperation Network. The study is classified, in terms of nature, as applied research; as for the approach, as qualitative, conducted by the technique of content analysis proposed by Bardin (2006); as to the objectives and purposes, as exploratory; regarding technical means and procedures, such as a case study. The results point to a relationship between organizational structure and dynamic capabilities. It was noticed that changes in organizational structure are driven by strategic decisions, which are generally associated with changes in external and internal conditions that SMEs face. When managers identify such changes, the organization is on the verge of changing its strategy and also its organizational structure to adapt to the market. The organizational structure presents itself as an alternative to circumvent the problem of contingent changes, thus establishing new configurations and actions to be adopted within this new reality expectation, via dynamic capabilities. Briefly, this relationship between organizational structure and dynamic capabilities is expressed in the following variables perceived in the research: management systems and tools, and team expertise (degree of specialization); delegation, decentralization and coordination capacities, the degree of decentralization; the ability to communicate, the degree of formalization and the ability to reconfigure. The thesis' contributions lie in the fact that this study involves management theory and practice, and points to an interesting relationship between organizational structure and dynamic capabilities, contributing a new look to studies involving these two theoretical constructs and raising more questions to be addressed. Therefore, it is suggested for future studies: to involve, in the research, not only the managers, but the other collaborators of the different departments of the SMEs; work in other lines of business, and other networks of cooperation to verify if the same relational dynamics perceived here occur; mathematically measuring the capabilities and degrees that relate organizational structures and dynamic capabilities, offering the academy structural equations or scales for this; also involve, in the research, some external agents, such as users, partners, suppliers of the studied organizational structures. |
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2022-05-27T11:27:25Z2022-05-27T11:27:25Z2021-11-30http://repositorio.ufsm.br/handle/1/24517The importance of resources to integrate the strategy to the company's operations flow, point out the organizational structure as a critical factor for the creation and support of dynamic capabilities, which are determinant for the success of an organization. This study aimed to verify how the organizational structure influences the creation and support of dynamic capabilities in SMEs that belong to a cooperation network. The operationalization of the research took place through the following specific objectives: to understand how SMEs belonging to the Redefort Cooperation Network; are structured and what are the sustaining elements of the functional and operational dynamics of these companies; describe and analyze how the process of creating and sustaining the dynamic capabilities of SMEs belonging to the Redefort Cooperation Network takes place; analyze the existing relationships between organizational structures and dynamic capacity of SMEs belonging to the Redefort Cooperation Network. The study is classified, in terms of nature, as applied research; as for the approach, as qualitative, conducted by the technique of content analysis proposed by Bardin (2006); as to the objectives and purposes, as exploratory; regarding technical means and procedures, such as a case study. The results point to a relationship between organizational structure and dynamic capabilities. It was noticed that changes in organizational structure are driven by strategic decisions, which are generally associated with changes in external and internal conditions that SMEs face. When managers identify such changes, the organization is on the verge of changing its strategy and also its organizational structure to adapt to the market. The organizational structure presents itself as an alternative to circumvent the problem of contingent changes, thus establishing new configurations and actions to be adopted within this new reality expectation, via dynamic capabilities. Briefly, this relationship between organizational structure and dynamic capabilities is expressed in the following variables perceived in the research: management systems and tools, and team expertise (degree of specialization); delegation, decentralization and coordination capacities, the degree of decentralization; the ability to communicate, the degree of formalization and the ability to reconfigure. The thesis' contributions lie in the fact that this study involves management theory and practice, and points to an interesting relationship between organizational structure and dynamic capabilities, contributing a new look to studies involving these two theoretical constructs and raising more questions to be addressed. Therefore, it is suggested for future studies: to involve, in the research, not only the managers, but the other collaborators of the different departments of the SMEs; work in other lines of business, and other networks of cooperation to verify if the same relational dynamics perceived here occur; mathematically measuring the capabilities and degrees that relate organizational structures and dynamic capabilities, offering the academy structural equations or scales for this; also involve, in the research, some external agents, such as users, partners, suppliers of the studied organizational structures.A importância dos recursos para integrar a estratégia ao fluxo de operações da empresa, apontam a estrutura organizacional como fator crítico para a criação e sustentação de capacidades dinâmicas, as quais são determinantes para o sucesso de uma organização. Este estudo se propôs a verificar como a estrutura organizacional influencia a criação e a sustentação de capacidades dinâmicas em PMEs que pertencem a uma rede de cooperação. A operacionalização da pesquisa deu-se por meio dos seguintes objetivos específicos: compreender como as PMEs pertencentes à Rede de Cooperação Redefort; estão estruturadas e quais são os elementos sustentadores da dinâmica funcional e operacional destas empresas; descrever e analisar como acontece o processo de criação e sustentação das capacidades dinâmicas das PMEs pertencentes à Rede de Cooperação Redefort; analisar as relações existentes entre as estruturas organizacionais e capacidades dinâmicas das PMEs pertencentes à Rede de Cooperação Redefort. O estudo classifica-se, quanto à natureza, como pesquisa aplicada; quanto à abordagem, como qualitativa, conduzida pela técnica de análise de conteúdo proposta por Bardin (2006); quanto aos objetivos e fins, como exploratória; quanto aos meios e procedimentos técnicos, como um estudo de caso. Os resultados apontam para uma relação entre estrutura organizacional e capacidades dinâmicas. Percebeu-se que as mudanças na estrutura organizacional são conduzidas por decisões estratégicas, a qual geralmente está associada às alterações nas condições externas e internas com que as PMEs se defrontam. No momento em que os gestores identificam tais mudanças, a organização se vê na iminência de mudar sua estratégia e também sua estrutura organizacional para se adequar ao mercado. A estrutura organizacional apresenta-se como uma alternativa para contornar o problema de mudanças contingenciais, estabelecendo, assim, novas configurações e ações a serem adotadas dentro dessa nova expectativa de realidade, via capacidades dinâmicas. Sucintamente, essa relação entre estrutura organizacional e capacidades dinâmicas é expressa nas seguintes variáveis percebidas na pesquisa: os sistemas e ferramentas gerenciais, e a expertise da equipe (grau de especialização); as capacidades de delegação, descentralização e coordenação, o grau de descentralização; a capacidade de comunicação, o grau de formalização e a capacidade de reconfiguração. As contribuições da tese estão no fato de que esse estudo envolve teoria e prática de gestão, e aponta para uma interessante relação entre a estrutura organizacional e capacidades dinâmicas, contribuindo com um novo olhar para os estudos que envolvam estes dois construtos teóricos e levantando mais questões a serem abordadas. Por isso, sugere-se para estudos futuros: envolver, na pesquisa, não só os gestores, mas os demais colaboradores dos diversos departamentos das PMEs; trabalhar em outros ramos de negócio, e outras redes de cooperação para verificar se ocorrem as mesmas dinâmicas relacionais aqui percebidas; medir matematicamente as capacidades e graus que relacionam as estruturas organizacionais e capacidades dinâmicas, oferecendo à academia equações estruturais ou escalas para tal; envolver também, na pesquisa, alguns agentes externos, como usuários, parceiros, fornecedores das estruturas organizacionais estudadas.porUniversidade Federal de Santa MariaCentro de Ciências Sociais e HumanasPrograma de Pós-Graduação em AdministraçãoUFSMBrasilAdministraçãoAttribution-NonCommercial-NoDerivatives 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/openAccessEstrutura organizacionalCapacidades dinâmicasCentralizaçãoDescentralizaçãoRede de cooperaçãoOrganizational structureDynamic capabilitiesCentralizationDecentralizationCooperation networkCNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAORelação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em redeinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/doctoralThesisMoura, Gilnei Luiz dehttp://lattes.cnpq.br/6056533356349635Lopes, Luis Felipe DiasBichueti, Roberto SchoproniSausen, Jorge OneideSilva, Luciana Santos Costa Vieira dahttp://lattes.cnpq.br/6248111302615769Fabrizio, Cleomar Marcos600200000006600600600600600600600e8d6ea8f-4e36-402b-8444-a20119a7bf281b8fd154-e783-4efd-bed0-1f65ee231d9052b4ac9b-ae50-4378-9e6d-d078971edcbc76648181-c092-4b1e-9f30-61efab73dde5a983f604-49d4-45e7-b3a1-987a535c2db6b6395361-2350-4d2d-be5a-a606ca4d876ereponame:Manancial - Repositório Digital da UFSMinstname:Universidade Federal de Santa Maria (UFSM)instacron:UFSMORIGINALTES_PPGADMINISTRACAO_2021_FABRIZIO_CLEOMAR.pdfTES_PPGADMINISTRACAO_2021_FABRIZIO_CLEOMAR.pdfTeseapplication/pdf3072954http://repositorio.ufsm.br/bitstream/1/24517/1/TES_PPGADMINISTRACAO_2021_FABRIZIO_CLEOMAR.pdf0a71927b00983fb60eb21e030cb948deMD51LICENSElicense.txtlicense.txttext/plain; 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dc.title.por.fl_str_mv |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
title |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
spellingShingle |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede Fabrizio, Cleomar Marcos Estrutura organizacional Capacidades dinâmicas Centralização Descentralização Rede de cooperação Organizational structure Dynamic capabilities Centralization Decentralization Cooperation network CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
title_short |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
title_full |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
title_fullStr |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
title_full_unstemmed |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
title_sort |
Relação entre estrutura organizacional e capacidades dinâmicas: um estudo de caso de pequenas e médias empresas em rede |
author |
Fabrizio, Cleomar Marcos |
author_facet |
Fabrizio, Cleomar Marcos |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
Moura, Gilnei Luiz de |
dc.contributor.advisor1Lattes.fl_str_mv |
http://lattes.cnpq.br/6056533356349635 |
dc.contributor.referee1.fl_str_mv |
Lopes, Luis Felipe Dias |
dc.contributor.referee2.fl_str_mv |
Bichueti, Roberto Schoproni |
dc.contributor.referee3.fl_str_mv |
Sausen, Jorge Oneide |
dc.contributor.referee4.fl_str_mv |
Silva, Luciana Santos Costa Vieira da |
dc.contributor.authorLattes.fl_str_mv |
http://lattes.cnpq.br/6248111302615769 |
dc.contributor.author.fl_str_mv |
Fabrizio, Cleomar Marcos |
contributor_str_mv |
Moura, Gilnei Luiz de Lopes, Luis Felipe Dias Bichueti, Roberto Schoproni Sausen, Jorge Oneide Silva, Luciana Santos Costa Vieira da |
dc.subject.por.fl_str_mv |
Estrutura organizacional Capacidades dinâmicas Centralização Descentralização Rede de cooperação |
topic |
Estrutura organizacional Capacidades dinâmicas Centralização Descentralização Rede de cooperação Organizational structure Dynamic capabilities Centralization Decentralization Cooperation network CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
dc.subject.eng.fl_str_mv |
Organizational structure Dynamic capabilities Centralization Decentralization Cooperation network |
dc.subject.cnpq.fl_str_mv |
CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
description |
The importance of resources to integrate the strategy to the company's operations flow, point out the organizational structure as a critical factor for the creation and support of dynamic capabilities, which are determinant for the success of an organization. This study aimed to verify how the organizational structure influences the creation and support of dynamic capabilities in SMEs that belong to a cooperation network. The operationalization of the research took place through the following specific objectives: to understand how SMEs belonging to the Redefort Cooperation Network; are structured and what are the sustaining elements of the functional and operational dynamics of these companies; describe and analyze how the process of creating and sustaining the dynamic capabilities of SMEs belonging to the Redefort Cooperation Network takes place; analyze the existing relationships between organizational structures and dynamic capacity of SMEs belonging to the Redefort Cooperation Network. The study is classified, in terms of nature, as applied research; as for the approach, as qualitative, conducted by the technique of content analysis proposed by Bardin (2006); as to the objectives and purposes, as exploratory; regarding technical means and procedures, such as a case study. The results point to a relationship between organizational structure and dynamic capabilities. It was noticed that changes in organizational structure are driven by strategic decisions, which are generally associated with changes in external and internal conditions that SMEs face. When managers identify such changes, the organization is on the verge of changing its strategy and also its organizational structure to adapt to the market. The organizational structure presents itself as an alternative to circumvent the problem of contingent changes, thus establishing new configurations and actions to be adopted within this new reality expectation, via dynamic capabilities. Briefly, this relationship between organizational structure and dynamic capabilities is expressed in the following variables perceived in the research: management systems and tools, and team expertise (degree of specialization); delegation, decentralization and coordination capacities, the degree of decentralization; the ability to communicate, the degree of formalization and the ability to reconfigure. The thesis' contributions lie in the fact that this study involves management theory and practice, and points to an interesting relationship between organizational structure and dynamic capabilities, contributing a new look to studies involving these two theoretical constructs and raising more questions to be addressed. Therefore, it is suggested for future studies: to involve, in the research, not only the managers, but the other collaborators of the different departments of the SMEs; work in other lines of business, and other networks of cooperation to verify if the same relational dynamics perceived here occur; mathematically measuring the capabilities and degrees that relate organizational structures and dynamic capabilities, offering the academy structural equations or scales for this; also involve, in the research, some external agents, such as users, partners, suppliers of the studied organizational structures. |
publishDate |
2021 |
dc.date.issued.fl_str_mv |
2021-11-30 |
dc.date.accessioned.fl_str_mv |
2022-05-27T11:27:25Z |
dc.date.available.fl_str_mv |
2022-05-27T11:27:25Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
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info:eu-repo/semantics/doctoralThesis |
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doctoralThesis |
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http://repositorio.ufsm.br/handle/1/24517 |
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http://repositorio.ufsm.br/handle/1/24517 |
dc.language.iso.fl_str_mv |
por |
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por |
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600200000006 |
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600 600 600 600 600 600 600 |
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Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/ |
eu_rights_str_mv |
openAccess |
dc.publisher.none.fl_str_mv |
Universidade Federal de Santa Maria Centro de Ciências Sociais e Humanas |
dc.publisher.program.fl_str_mv |
Programa de Pós-Graduação em Administração |
dc.publisher.initials.fl_str_mv |
UFSM |
dc.publisher.country.fl_str_mv |
Brasil |
dc.publisher.department.fl_str_mv |
Administração |
publisher.none.fl_str_mv |
Universidade Federal de Santa Maria Centro de Ciências Sociais e Humanas |
dc.source.none.fl_str_mv |
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