The senior manager as a strategy manager in change scenarios: practice in the brazilian public sector
DOI:
https://doi.org/10.31686/ijier.vol8.iss12.2835Keywords:
Management and Strategy, Strategic Situational Planning, Transformational LeadershipAbstract
How does the senior manager of a public organization practice the strategy and mobilize his team to enable continuously, in the organization where it is located: meeting its mission, stakeholder needs and the dynamics of the internal and external environment? This question guides the research of this article which also presents the structuring of a framework that brings together four academic approaches - Carlos Matus' Situational Strategic Planning (1991; 1997; 2005), as a central element; Whittington's Strategy as a Social Practice (1997; 2002; 2004; 2006); Freeman's Stakeholder Theory (2010); and Burns' Transformational Leadership (1978; 2003). Data were collected in semi-structured interviews and treated qualitatively by Thomas's inductive analysis (2006), the Gibbs coding and categorization method (2009) and the matching presented by Trochim (1989). The framework should serve as a reference for the action of the manager regarding the mentioned issue.
Downloads
References
Abrucio, F. L. “Recent trajectory of Brazilian public management: a critical assessment and the renewal of the reform agenda”. Public Administration Magazine, vol. 41, n. Special, 2007.
Alday, H. E. “Strategic Planning within the Concept of Strategic Management”. FAE Magazine, Curitiba, v. 3, n. 2, 2000. p. 9-16.
Bresser-Pereira, L. C. “Management reform and legitimation of the social state”. Public Administration Magazine, v. 51, n. 1, 2017. p. 147-156.
Burns, J. M. G. “Leadership”. New York: Premium, 1978.
Burns, J. M. G. “Transforming Leadership: a new pursuit of happiness”. Atlantic Monthly Press, 2003.
Calaça, P. A., and Vizeu, F. “Revisiting James MacGregor Burns' perspective: what is the idea behind the concept of transformational leadership?” Ebape notebooks. BR, v. 13, n. 1, 2015, p. 121-135. DOI: https://doi.org/10.1590/1679-395111016
Camargos, M., and Dias, A. T. “Strategy, strategic management and corporate strategy: a theoretical synthesis”. Management Research Notebook, São Paulo, Vol. 10, n. 1, 2003. p. 27-39.
Da Costa, F. L. “Conditioners of State reform in Brazil”. State and public management: visions of contemporary Brazil, 2006.
Da Silva, A. “Transformational leadership and motivation”. Doctoral Thesis. University of Coimbra, 2015.
Da Silva, A., Alfredo, R. L., De Pádua, A., and Junquilho, G. S. “Strategy as Social Practice in organizations: articulations between social representations, strategies and daily tactics”. Management Magazine, vol. 46, n. 2, 2011. p. 122-134. DOI: https://doi.org/10.5700/rausp1002
De Paula, A. P. “Brazilian public administration between managerialism and social management”. RAE-Business Administration Magazine, v. 45, n. 1, 2005. p. 36-49.
Duarte, M., Nascimento, J., and Rodrigues, W. “The use of Situational Strategic Planning (PES) in public universities: The case of the Dean of Evaluation and Planning at the Federal University of Tocantins”. Observatory Magazine, Vol. 3, n. 4, 2017, p. 562-580. DOI: https://doi.org/10.20873/uft.2447-4266.2017v3n4p562
Flick, U. “Introduction to Qualitative Research-3”. Porto Alegre: Artmed, 2008.
Freeman, E. “Strategic management: A stakeholder approach”. Cambridge University Press, 2010. DOI: https://doi.org/10.1017/CBO9781139192675
Gibbs, G. “Analysis of qualitative data”. Porto Alegre: Artmed, 2009.
I. Iida. “Situational strategic planning”. Production. São Paulo, Vol. 3, n. 2, 1993. p. 113-125. DOI: https://doi.org/10.1590/S0103-65131993000200004
Matus, C. “Goodbye, Mr. President: government, government”. Fundap Editions, 1997.
Matus, C. “The plan as a bet”. v. 5, n. 4, São Paulo: Perspectiva, 1991. p. 28-42.
Matus, C. “Social Game Theory”. São Paulo: Fundap, 2005.
Migliato, A. L. T., and Escrivão Filho, E. “Methodologies for strategic business and situational planning: deficiencies, comparisons and contributions”. ANPAD: Rio de Janeiro, 2003.
Mintzberg, H., Ahlstrand, B., and Lampel, J. “Strategy Safari”. Bookman Publisher: Porto Alegre, 2009.
Roesch, S., Becker, G., and Mello, M. “Internship and research projects in administration: internship guide, conclusion papers, dissertations and case studies”. Atlas Publisher: São Paulo, 2000.
Secchi, L. “Organizational models and public administration reforms”. Public Administration Magazine, Rio de Janeiro, 2009. p. 347-369.
Thomas, D. R. “A general inductive approach for analyzing qualitative evaluation data”. American Journal of Evaluation. v. 27, n. 2, 2006. DOI: https://doi.org/10.1177/1098214005283748
Trochim, W. M. K. “Outcome pattern matching and program theory”. Evaluation and Program Planning. Elsevier, v. 12, 1989. p. 355-366. DOI: https://doi.org/10.1016/0149-7189(89)90052-9
Vasconcelos, I. “Strategy safari, Byzantine issues and the platypus syndrome: an empirical analysis of the impacts of theoretical diversity on business strategy on the practice of strategic decision-making processes”. XXV ENANPAD, 25º Anais ... Campinas: ANPAD, v. 1, 2001.
Vergara, S. C. “Projects and Management Research Report”. 14 ed. São Paulo, 2013.
Villar, E. Walte, S. and Dos Santos, B. L. “From classic strategy to strategy as practice: an analysis of the conceptions of strategy and strategists”. Iberoamerican Journal of Strategy, v. 16, n. 1, 2017. p. 8-21. DOI: https://doi.org/10.5585/ijsm.v16i1.2409
Whittington, R. “Completing the Practice Turn in Strategy Research”. Organization Studies, v. 27, n. 5, 2006. p. 613-634. DOI: https://doi.org/10.1177/0170840606064101
Whittington, R. “Strategy after modernism: recovering practice”. RAE-Business Administration Magazine, v. 44, n. 4, 2004. p. 44-53.
Whittington, R. “Practice Perspectives on Strategy: unifying and developing a field”. Best Paper Proceedings Academy of Management, Denver, 2002. DOI: https://doi.org/10.5465/apbpp.2002.7517994
Whittington, R. “Putting Giddens into action: social systems and managerial agency”. Anthony Giddens: critical assessments. Journal of Management Studies. v. 4, 1997. p. 365-386.
Downloads
Published
Issue
Section
License
Copyright (c) 2020 Robson Campos Leite, Americo Ramos
![Creative Commons License](http://i.creativecommons.org/l/by-nd/4.0/88x31.png)
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Copyrights for articles published in IJIER journals are retained by the authors, with first publication rights granted to the journal. The journal/publisher is not responsible for subsequent uses of the work. It is the author's responsibility to bring an infringement action if so desired by the author for more visit Copyright & License.
How to Cite
Accepted 2020-12-04
Published 2020-12-01