The Social Transformation of a Potentially Strategic Tool in the Organizational Context

Name: Eros Renato Silva Cardoso
Type: MSc dissertation
Publication date: 09/07/2015
Advisor:

Namesort descending Role
Alfredo Rodrigues Leite da Silva Advisor *

Examining board:

Namesort descending Role
Alfredo Rodrigues Leite da Silva Advisor *
Anielson Barbosa da Silva External Examiner *
Annor da Silva Junior Internal Examiner *

Summary: Taken from the viewpoint of Social Construction (SC), aligned with the field of Practice-Based Studies (PBS) focusing on the strategy-as-practice approach, it is possible to note that organizational strategies may interfere with the social context of an organization and its individuals, who thereby may eventually modify it, in a cycle of non-homogenous mutual influences. Bearing this in mind, it is pointed out that such cycle also occurs to the strategic tools applied to an organization. Furthermore, these very same tools are susceptible to transformation as they are inserted in the organizational context through the way they are to be utilized. Therefore, the main objective of this study is to understand the transformation of a software, with potential to be a strategic tool, through the social constructions of the actors involved in an organizational context. For that, within the interpretitivist conception The data collection was carried out by means of seventeen semi-structured interviews, along with participant observation as well as document analysis at a well-known company of Espírito Santo which works in the commercial equipment resale industry. Data processing was done through the phenomenological method presented by Macedo, Boava and Antonialli (2012) the method of Sanders (1982), with modifications suggested by the author, in order to align it with studies in organizations. Based on the data analysis, three main themes have been identified: choice and expectations; the use; and the transformation into strategic tool. Those themes center around issues such as the lack of preparation; the feeling; motive and interest-based networks; impositions; heritages from context; attempts of/and management of practices; an individual’s life experience and organizational interests which, among others, brought up the fact that tool transformations were triggered by motive and interest-based networks, being such motives and interests as much institutional as specific of social actors, immersed in contextual social constructions.

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