Micropráticas da média gerência e sua relação com capacidades dinâmicas
DOI:
https://doi.org/10.5585/riae.v19i2.15167Palavras-chave:
Média gerência, Micropráticas, Capacidades dinâmicas.Resumo
Objetivo: Embora haja crescente interesse de estudos sobre a Média Gerência (MG) no âmbito da estratégia e das organizações, permanecem pouco exploradas pesquisas que analisam a perspectiva das Capacidades Dinâmicas (CD) sob a lente das micropráticas desses agentes. Neste sentido, o objetivo do estudo é identificar e descrever como as micropráticas desempenhadas por profissionais da média gerência de quatro empresas imersas em ambientes competitivos relacionam-se com as dimensões das capacidades dinâmicas.
Metodologia: A estratégia de pesquisa empregada foi qualitativa. O método utilizado foi o estudo de casos múltiplos, com apropriação de entrevistas semiestruturadas realizadas com profissionais da média gerência.
Originalidade: Ao projetar luzes para as funções da MG através das micropráticas, relacionando-as empiricamente às dimensões das CDs, este artigo enfatiza de maneira inovadora a importância e influência da MG no desenvolvimento das três dimensões das capacidades dinâmicas.
Resultados: Os resultados apontam que a média gerência atua de maneira equilibrada na formação, no desenvolvimento e na modificação das três dimensões das capacidades dinâmicas. Uma segunda conclusão é a de que, das cinco funções gerenciais enfatizadas no estudo, a MG parece desempenhar com maior destaque a microprática de sintetizar informações.
Contribuições Teóricas: Os resultados contribuem para o avanço da literatura na área de estratégia e de capacidades dinâmicas, particularmente ao chamar atenção para o papel crítico desempenhado pela média gerência ao desenvolvimento das CDs, aspecto predominantemente investigado na literatura sob a perspectiva da alta administração.
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