6989

Cristiano de Oliveira Maciel
Alex Sandro Quadros Weymer
Paulo Otávio Mussi Augusto

Revista de Administração Contemporânea

This article‟s objective was to investigate the relationship between strategic practices and context properties enacted by directors of a Protestant Church in Curitiba. Churches are considered highly institutionalized environments. Data collection was conducted through in-depth interviews to compose a body of text, which was then analyzed by content analysis using the software ATLAS.ti. The empirical findings show that there is equifinality of strategic practices, because different actions are employed to reinforce the same properties of a collectively enacted context. These practices were centered mainly in: (a) communication and (b) relationships with congregants. It can be concluded that these strategic practices support and are recursively sustained by the relationships among three main socially constructed (enacted) properties: (a) Contextual pressures; (b) the Bible, and (c) Denominational Offices.

content analysis, environment, practices, Protestant Churches, strategy

MACIEL, C. O.; WEYMER, A. S. Q.; AUGUSTO, P. O. M. Identificando os Condicionantes Socialmente Construídos (Enacted) das Práticas Estratégicas em Ambientes Altamente Institucionalizados. Revista de Administração Contemporânea, v. 16, n. 1, p. 79-97, 2012.

Maciel, C. O., Weymer, A. S. Q., & Augusto, P. O. M. (2012). Identificando os Condicionantes Socialmente Construídos (Enacted) das Práticas Estratégicas em Ambientes Altamente Institucionalizados. Revista de Administração Contemporânea, 16(1), 79-97.

https://www.spell.org.br/documentos/ver/6989/identifying-the-socially-constructed--enacted--conditions-of-strategic-practices-in-highly-institutionalized-environments/i/en

Artigo

Português

Agência Curitiba (2010). Dados socioeconômicos. Recuperado em 7 dezembro, 2010, de http://www.agencia.curitiba.pr.gov.br/multimidia/arquivos /xls/1_2000_e_2007_Curitiba_rendimento_medio_e_mediano_por_bairros.xls

Andrews, K. R. (1971). The concept of corporate strategy. Homewood, IL: Dow Jones-Irwin.

Babbie, E. R. (1998). The practice of social research. California: Wadsworth Publishing.

Bardin, L. (2009). Análise de conteúdo. Lisboa: Edições 70.

Bauer, M. W., & Aarts, B. (2002). A construção do corpus: um princípio para a coleta de dados qualitativos. In M. W. Bauer & G. Gaskell (Eds.), Pesquisa qualitativa com texto, imagem e som (pp. 39-63). Petrópolis: Vozes.

Berger, P. L., & Luckmann, T. (1998). A construção social da realidade. Petrópolis: Vozes.

Chandler, A. D., Jr. (1962). Strategy and structure. Cambridge: MIT Press.

Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organization fields. American Sociological Review, 48(2), 147-160. doi: 10.2307/2095101

Ezammel, M., & Willmott, H. (2008). Strategy as discourse in a global retailer: a supplement to rationalist and interpretive accounts. Organization Studies, 29(2), 191-217. doi: 10.1177/0170840607082226

Grand, S., Ruegg-Stürm, J., & Arx, W. (2010). Constructivist epistemologies in strategy as practice research. In D. Golsorkhi, L. Rouleau, D. Seidel, & E. Vaara (Eds.), Cambridge Handbook of Strategy as Practice (pp. 63-78). Cambridge: Cambridge University Press.

Green, S. E., Jr., Li, Y., & Nohria, N. (2009). Suspend in self-spun webs of significance: a rhetorical model of institutionalization and institutionally embedded agency. Academy of Management Journal, 52(1), 11-36. doi: 10.5465/amj.2009.36461725

Jarzabkowski, P. (2005). Strategy as practice: an activity-based approach. London: Sage.

Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391-1426. doi: 10.1177/0170840608096388

Jarzabkowski, P., & Sillince, J. (2007). A rhetoric-in-context approach to building commitment to multiple strategic goals. Organization Studies, 28(11), 1639-1665. doi: 10.1177/0170840607075266

Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: a review and future directions for the field. International Journal of Management Review, 11(1), 69-95. doi: 10.1111/j.1468- 2370.2008.00250.x

Jarzabkowski, P., & Whittington, R. (2008). Hard to disagree, mostly. Strategic Organization, 6(1), 101-106. doi: 10.1177/1476127007087155

Johnson, P., Balogun, J., & Beech, N. (2010). Researching strategists and their identity in practice: building „close-with‟ relationships. In D. Golsorkhi, L. Rouleau, D. Seidel, & E. Vaara (Eds.), Cambridge handbook of strategy as practice (pp. 243-257). Cambridge: Cambridge University Press.

Kirk, J., & Miller, M. L. (1986). Reliability and validity in qualitative research. Beverly Hills: Sage Publications.

Lüscher, L. S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: working through paradox. Academy of Management Journal, 51(2), 221-240.

Maitlis, S., & Lawrence, T. B. (2007). Triggers and enablers of sensegiving in organizations. Academy of Management Journal, 50(1), 57-84. doi: 10.5465/AMJ.2007.24160971

Maitlis, S., & Sonenshein, S. (2010). Sensemaking in crisis and change: inspiration and insights from Weick (1988). Journal of Management Studies, 47(3), 551-580. doi: 10.1111/j.1467- 6486.2010.00908.x

Meyer, J. W., & Rowan, B. (1977). Institutional organizations: formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363. doi: 10.1086/226550

Miller, K. D. (2002). Competitive strategies of religious organizations. Strategic Management Journal, 23(5), 435-456. doi: 10.1002/smj.234

Mintzberg, H., & Westley, F. (1985). Spinning on symbolism: imaging strategy. Journal of Management, 11(2), 63-64. doi: 10.1177/014920638501100208

Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review,16(1), 145-179.

Raes, A. M. L., Glunk, U., Heijltjes, M. G., & Roe, R. A. (2007). Top management team and middle managers making sense of leadership. Small Group Research, 38(3), 360-386. doi: 10.1177/1046496407301969

Rasche, A., & Chia, R. (2009). Researching strategy practices: a genealogical social theory perspective. Organization Studies, 30(7), 713-734. doi: 10.1177/0170840609104809

Schutz, A. (1967). The phenomenology of the social world. Evanston: Northwestern Press.

Scott, W. R. (2001). Institutions and organizations. London: Sage.

Scott, W. R. (2002). Organizations: rational, natural, and open systems. New Jersey: Englewood Cliffs.

Scott, W. R., & Meyer, J. W. (1991). The organization of societal sectors: propositions and early evidence. In W. W. Powell & P. J. Dimaggio (Eds.), The new institutionalism in organizational analysis (pp. 108-140). Chicago: Chicago Press.

Seidman, I. (1998). Interviewing as qualitative research. New York: Teachers College Press.

Smircich, L., & Stubbart, C. (1985). Strategic management in an enacted world. Academy of Management Review, 10(4), 724-736.

Spee, A. P., & Jarzabkowski, P. (2009). Strategy tools as boundary objects. Strategic Organization, 7(2), 223-232. doi: 10.1177/1476127009102674

Vasconcelos, F. C. (2004). A institucionalização das estratégias de negócios: o caso das start-ups na internet brasileira em uma perspectiva construtivista. Revista de Administração Contemporânea,8(2), 159-179. doi: 10.1590/S1415-65552004000200009

Vlaar, P. W. L., Bosch, F. A. J. D., & Volberda, H. W. (2006). Coping with problems of understanding in interorganizational relationships: using formalization as a means to make sense. Organization Studies, 27(11), 1617-1638. doi: 10.1177/0170840606068338

Weick, K. E. (2006). Faith, evidence, and action: better guesses in an unknowable world. Organization Studies, 27(11), 1723-1736. doi: 10.1177/0170840606068351

Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613-634. doi: 10.1177/0170840606064101

Whittington, R. (2007). Strategy practice and strategy process: family differences and the sociological eye. Organization Studies, 28(10), 1575-1586. doi: 10.1177/0170840607081557

Zilber, T. B. (2006). The work of the symbolic in institutional processes: translations of rational myths in Israeli high tech. Academy of Management Journal, 49(2), 281-303. doi: 10.2307/20159764