The Strategy as a Social Practice: A Study on the Relationship of Social Representations of Managers in the "Strategy" In a Family Business

Name: FABIANO EWALD VENTURINI

Publication date: 30/07/2014
Advisor:

Name	Role
ALFREDO RODRIGUES LEITE DA SILVA	Advisor *

Examining board:

Name	Role
CÉSAR AUGUSTO TURETA DE MORAIS	Internal Examiner *
ANNOR DA SILVA JUNIOR	Internal Examiner *
ALFREDO RODRIGUES LEITE DA SILVA	Advisor *

Summary: This work aims to understand the "strategizing" within a family business from the social practices surrounding their managers. Social practices are conceived as a social phenomenon, which is born and develops the interaction and relationship between individuals in their social group. This social group or individual's world is in a constant process of transformation because of the multitude of social interconnections shared here. Already " strategizing " is presented here from the perspective of strategy as a social practice that includes "[...] as practitioners of strategy really act and interact [...]" (Whittington, 1996, p. 731) , ie, the confluence of the buildings and everyday social practices on their "do strategy". The contemplation of these theoretical constructs enabled the formation of a conceptual framework through a case study favored the understanding of "how social practices of managers relate to your ‘strategizing' in the family business?". For data collection we used techniques: documentary research, non-participant observation and semi-structured interview (TRIVIÑOS, 1987). The data were treated using the technique of content analysis in thematic approach (Bardin, 1977). It is concluded from this study that the social practices of the varied contexts in which the managers of the X Company are included as family background, interfere and interrelate directly in your everyday life and act accordingly in their "strategizing" forward the family business, confirming, wondering and transforming the social construction of the subject.

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