ID: 57677
Authors:
Lorenna Karolly Santos da Silva, Regina Coeli Lafayette Neves, Lilian Soares Outtes Wanderley, Manolita Correia Lima.
Source:
Revista Organizações em Contexto, v. 15, n. 30, p. 247-278, July-December, 2019. 32 page(s).
Keyword:
Change , Higher Education in Management , Pettigrew , Strategy , Strategy Formation
Document type: Article (Portuguese)
Show Abstract
From the concept of strategy as the direction to achieve objectives (MINTZBERG; AHLSTRAND; LAMPEL, 2010), accepted as relevant to any type of organization (MOORE, 2000), it is pertinent to understand how an institution conceives and works out its strategies, and in this context, the universities, characterized by complexity and multi-functionality (CUNHA, 1996). Thus, this is a case study with a qualitative approach, whose objective is to understand how the process of strategy formation took place in a Postgraduate Program in Management in Brazil, from its creation in 1994 until its 20 years in 2014. For this, the model proposed by Pettigrew (1987), based on the model proposed by Pettigrew (1987), which is based on three basic dimensions: addressing the reasons for change (context), how they occurred (process) and what strategies were implemented (content) in the analyzed period. The results indicated that the strategy formation process received considerable influence from the changes caused by the external context – the process was deliberate and emergent.