Desviaciones entre los aspectos ostensivos y performativos en las rutinas organizativas: una propuesta de un ciclo de revisión para la administración pública

Autores/as

DOI:

https://doi.org/10.5585/2023.23093

Palabras clave:

Rutinas organizativas, Administración Pública, Aspectos ostensibles y performativos

Resumen

Objetivo del estudio: Proponer un ciclo de revisión de las rutinas organizacionales de las organizaciones de la administración pública a partir del análisis de las desviaciones entre los aspectos ostensibles y performativos de la rutina de gestión y supervisión de contratos del Instituto Federal Catarinense.

Metodología/enfoque: Investigación cualitativa, descriptiva, estudio de caso único, con recolección de datos a partir de investigación documental y entrevistas.

Originalidad/ Relevancia: La investigación ayuda a apropiar el tema rutinas organizacionales a la administración pública, analizando desvíos entre el comportamiento de los agentes y las reglas que los rigen. Además, se propone un ciclo de revisión de estas desviaciones.

Principales resultados: Se identificaron desviaciones resultantes de la desactualización o inadecuación de lo previsto en el aspecto ostensible. Además, los agentes tienden a no basar la performatividad en lo previsto en documentos e instrucciones, ya que sus hábitos, competencias y habilidades les obligan a una inercia en su forma de actuar.

Aportaciones teórico-metodológicas: Proposición de un ciclo de revisión de rutinas organizacionales para la administración pública que haga la contención de variaciones no deseadas en la ejecución de la rutina.

Descargas

Los datos de descargas todavía no están disponibles.

Biografía del autor/a

Paulo Roberto da Silva, Unoesc - Campus Chapecó / Concórdia, Santa Catarina (SC)

Mestre

Juliano Danilo Spuldaro, Unoesc - Campus Chapecó / Chapecó, Santa Catarina (SC)

Doutor

Ana Marcia Debiasi Duarte, Unoesc - Campus Chapecó / Chapecó, Santa Catarina (SC)

Mestre

Citas

Bardin, L. (2011). Análise de conteúdo. São Paulo: Edições 70.

Becker, M. C. (2008). The past, present and future of organizational routines. Introduction to the Handbook of organizational routines. In:

Becker, M. C. (Eds.). Handbook of organizational routines, 3-14, Edeward Elgar: UK.

Cohen, M. D. (2007). Reading Dewey: Reflections on the study of routine. Organization studies, 28(5), 773-786.

Cohen, M. D., Burkhart, R., Dosi, G., Egidi, M., Marengo, L., Warglien, M., and Winter, S. (1996). Routines and other Recurring Action Patterns of Organizations: Contemporary Research Issues. Industrial and Corporate Change, 5/3: 653– 98.

Deken, F., Carlile, P. R., Berends, J.J., & Lauche K. (2016). Generating novelty through interdependent routines: A process model of routine work. Organization Science, 27(3), 659-677.

Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization science, 11(6), 611-629.

Feldman, M. S., & Rafaeli, A. (2002). Organizational Routines as Sources of Connections and Understandings. Journal of Management Studies, 39(3), 309-331.

Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing Organizational Routines as a Source of Flexibility and Change. Administrative Science Quarterly, 48(1), 94-118. DOI: https://doi.org/10.2307/3556620

Feldman, M. S. (2003). A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 12(4), 727-752.

Feldman, M. S., Pentland, B. T., D’Adderio, L., & Lazaric, N. (2016). Beyond routines as things: introduction to the special issue on routine dynamics. Organization Science, 27(3), 505–513. https://doi.org/10.1287/orsc.2016.1070

Feldman, M. S. (2016). Routines as process: Past, present, and future. Organizational routines: how they are created, maintained, and changed. Oxford University Press, 6, 23-46. DOI:10.1093/acprof:oso/9780198759485.003.0002

Gardiner, P. D. (2014). Creating and appropriating value from project management resource assets using an integrated systems approach. Procedia - Social and Behavioral Sciences, 119, 85–94.

Guest, G., Bunce, A., & Johnson, L. (2006). How Many Interviews Are Enough?: Na Experiment with Data Saturation and Variability. Field Methods, 18(1), 59–82. https://doi.org/10.1177/1525822X05279903

Hodgson, G. M. (1993). The Economics of Institutions. Aldershot: Edward Elgar, 1993.

Hodgson, G. M. (2004a). The firm as an interactor: firms as vehicles for habits and routines. Journal of Evolutionary Economics, Dordrecht, 14, 281-307.

Hodgson, G. M. (2004b). The Nature and Replication of Routines. Organizational Routines: Advancing Empirical Research.

Homberg, F., Vogel, R., & Weiherl, J. (2019). Public service motivation and continuous organizational change: Taking charge behaviour at police services. Public Administration, 97(1), 28–47.

Lewis, J. M., Ricard, L. M., & Klijn, E. H. (2018). How innovation drivers, networking and leadership shape public sector innovation capacity. International Review of Administrative Sciences, 84(2), 288–307.

Martinson, B., & De Leon, J. (2018). Testing horizontal and vertical alignment of HR practices designed to achieve strategic organizational goals. Journal of Organizational Effectiveness, 5(2), 158–181.

Milagres, R. (2011). Rotinas: Uma revisão teórica. Revista Brasileira de Inovação, 10(1), 161-196.

Nelson, R. R., & Winter, S. G. (1982a). An evolutionary theory of economic change. Cambridge: Belknap Press/Harvard University Press.

Nelson, R. R., & Winter, S. G. (1982b). The Schumpeterian tradeoff revisited. The American Economic Review, 72(1), 114-132.

Pablo, A. L., Reay, T., Dewald, J. R., & Casebeer, A. L. (2007). Identifying, enabling and managing dynamic capabilities in the public sector. Journal of Management Studies, 44(5), 687–708.

Parmigiani, A., & Howard-Grenville, J. (2011). Routines revisited: Exploring the capabilities and practice perspectives. Academy of Management Annals. 5(1), 413–453.

Pentland, B. T. et al. (2012). Dynamics of organizational routines: A generative model. Journal of Management Studies, 49(8), 1484-1508.

Piening, E. P. (2013). Dynamic Capabilities in Public Organizations: A literature review and research agenda. Public Management Review, 15(2), 209–245.

Rerup, C., & Feldman, M. S. (2011). Routines as a source of change in organizational schemata: The role of trial-and-error learning. Academy of Management Journal, 54(3), 577-610.

Schensul, J. J. (2004). Key informants. In B. A. Norman (Ed), Encyclopedia of health & behavior (Vol. 1, pp.569-571). Thousand Oaks: Sage Publications.

Sele, K., & Grand, S. (2016). Unpacking the dynamics of ecologies of routines: Mediators and their generative effects in routine interactions. Organization Science, 27(3), 722-738.

Szulanski, G., Jensen, R. J. (2004). Overcoming Stickiness: An Empirical Investigation of the Role of the Template in the Replication of Organizational Routines. Managerial and Decision Econonics. 25: 347–363. DOI: 10.1002/mde.1195

Thiry-Cherques, H. R. (2009). Saturação em pesquisa qualitativa: estimativa empírica de dimensionamento. Revista PMKT, 3 (Outubro), 20–27.

Tsoukas, H., Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization science, 13(5), 567-582.

Wegener, F. E., & Glaser, V. L. (2020). Design and routine dynamics. Cambridge University Press, cap 19.

Yin, R. K. (2016). Pesquisa qualitativa do início ao fim. Porto Alegre: Penso.

Zander, U. K., & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: and empirical test. Organization Science, 6(1), 76-92.

Zollo, M., & Winter, S. (2002). Deliberate learning and the evolution of dynamics capabilities. Organization Science, Maryland, 13(3), 339-351.

Publicado

2023-04-11

Cómo citar

da Silva, P. R., Spuldaro, J. D., & Duarte, A. M. D. (2023). Desviaciones entre los aspectos ostensivos y performativos en las rutinas organizativas: una propuesta de un ciclo de revisión para la administración pública. Revista Ibero-Americana De Estratégia, 22(1), e23093. https://doi.org/10.5585/2023.23093

Número

Sección

Technical Articles