Microfundamentos de (inter)ação da média gerência e alta administração na implementação estratégica
DOI:
https://doi.org/10.5585/riae.v20i1.18113Palavras-chave:
Microfundamentos, Implementação estratégica, Alta administração, Média gerência.Resumo
Objetivo: Utilizamos a lente de microfundamentos para contribuir com os estudos sobre a interação entre a alta administração e a média gerência bem como seus efeitos sobre a realização cognitiva da implementação de estratégias.
Metodologia: As evidências empíricas derivam de um levantamento (survey) junto a 104 indivíduos da média gerência de uma grande empresa brasileira de telecomunicações.
Originalidade: Com o uso da literatura tradicional e contemporânea e em oposição às interfaces simplificadas entre os gestores, revelamos a relevância das interações gerenciais e sua natureza idiossincrática e inimitável.
Resultados: As análises revelam que a combinação das micropráticas de adaptação, por parte da média gerência, e suas percepções quanto à liderança participativa da alta administração influenciam positivamente o modo pelo qual a implementação se realiza cognitivamente. Tais efeitos são ainda mais pronunciados quando há um bom relacionamento entre os dois grupos de gestores.
Contribuições Teóricas: A pesquisa, ao apontar aspectos microfundacionais que contribuem para a implementação da estratégia, abre possibilidades para estudos futuros lastreados nesta corrente teórica. Contribui ainda para a prática ao elucidar aspectos, tanto comportamentais quanto cognitivos, passíveis de gestão e, consequentemente, de melhoria em processos de implementação.
Downloads
Referências
Abell, P., Felin, T., & Foss, N. (2008) Building micro-fundations for the routines, capabilities
Agresti, A. (2018). An introduction to categorical data analysis. Wiley.
Ahearne, M., Lam, S. K., & Kraus, F. (2014). Performance impact of middle managers' adaptive strategy implementation: The role of social capital. Strategic Management Journal, 35(1), 68-87.
and performance links. Managerial and Decision Economics, 29, 489-502.
Ashford, S. J., Rothbard, N. P., Piderit, S. K., & Dutton, J. E. (1998). Out on a limb: The role of context and impression management in selling gender-equity issues. Administrative Science Quarterly, 23-57.
Baer, M., Dirks, K. T., & Nickerson, J. A. (2013). Microfoundations of strategic problem formulation. Strategic Management Journal, 34(2), 197-214.
Baldwin, M. W. (1992). Relational schemas and the processing of social information. Psychological bulletin, 112(3), 461.
Baldwin, M. W. (1997). Relational schemas as a source of if–then self-inference procedures. Review of General Psychology, 1(4), 326-335.
Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47(4), 523-549.
Balogun, J., & Johnson, G. (2005). From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26(11), 1573-1601.
Barclay, D., Higgins, C., & Thompson, R. (1995). The partial least squares (PLS) approach to casual modeling: personal computer adoption ans use as an Illustration.
Barney, J. A. Y., & Felin, T. (2013). What are microfoundations?. Academy of Management Perspectives, 27(2), 138-155.
Bartunek, J. M. (1984). Changing interpretive schemes and organizational restructuring: The example of a religious order. Administrative science quarterly, 355-372.
Bower, J. L. (1970). Managing the resource allocation process a study of corporate planning and investment. Boston: Harvard University Press.
Burgelman, R. A. (1983). A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 223-244.
Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E., & Whittington, R. (2018). Strategy processes and practices: Dialogues and intersections. Strategic Management Journal, 39(3), 531-558.
Canales, J. I. (2013). Constructing interlocking rationales in top‐driven strategic renewal. British Journal of Management, 24(4), 498-514.
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. Modern Methods for Business Research, 295(2), 295-336.
Collier, N., Fishwick, F., & Floyd, S. W. (2004). Managerial involvement and perceptions of strategy process. Long Range Planning, 37(1), 67-83.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
Cruz, M. de A., Corrêa, V. S., Diniz, D. M., & Vaz, S. L. Micropráticas da média gerência e sua relação com capacidades dinâmicas. Iberoamerican Journal of Strategic Management (IJSM), 19(2), 66-86.
De Clercq, D., Dimov, D., & Thongpapanl, N. T. (2010). The moderating impact of internal social exchange processes on the entrepreneurial orientation–performance relationship. Journal of Business Venturing, 25(1), 87-103.
de Oliveira Rodriguez, C. V., Amelia Tomei, P., & de Campos Serra, B. P. (2020). Alinhamento pessoa-organização (po fit) e engajamento: um estudo de caso. Revista Ibero-Americana de Estratégia (RIAE), 19(1).
Dooley, R. S., Fryxell, G. E., & Judge, W. Q. (2000). Belaboring the not-so-obvious: Consensus, commitment, and strategy implementation speed and success. Journal of Management, 26(6), 1237-1257.
Dutton, J. E., Ashford, S. J., O’neill, R. M., Hayes, E., & Wierba, E. E. (1997). Reading the wind: How middle managers assess the context for selling issues to top managers. Strategic management journal, 18(5), 407-423.
Dutton, J. E., Ashford, S. J., O'Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 44(4), 716-736.
Edmondson, A. C., Roberto, M. A., and Watkins, M. D. (2003). A dynamic model of top management team effectiveness: Managing unstructured task streams. The Leadership Quarterly, 14(3), 297-325.
Eggers, J.; Kaplan, S. (2013). Cognition and capabilities: a multi-level perspective. The Academy of management annals, 7(1), 295-340.
Eisenhardt, K.; Furr, N.; Bingham, C. (2010). Microfoundations of performance: balancing efficiency and flexibility in dynamic environments. Organization Science, 21, 1263-1273.
Estevão Silva, E., de Castro Krakauer, P. V., & Coda, R. (2020). Empresas startups: análise do ciclo de vida a partir do modelo de lester, parnell e carraher. Revista Ibero-Americana de Estratégia (RIAE), 19(1).
Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization science, 11(6), 611-629.
Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative science quarterly, 48(1), 94-118.
Felin, T., & Foss, N. J. (2005). Strategic organization: A field in search of micro-foundations.
Felin, T., & Hesterly, W. S. (2007). The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge. Academy of management review, 32(1), 195-218.
Felin, T., Foss, N. J., & Ployhar, R. E. (2015). The Microfoundations Movement in Strategy and Organization Theory. The Academy of Management Annals, Vol. 9, No. 1, 575–632, http://dx.doi.org/ 10.1080/ 19416520. 2015.1007651
Felin, T., & Foss, N. Strategic organization: a field in search of micro-foundations. Strategic Organization, 3, 441-455.
Felin, T., Foss, N., Heimeriks, K. & Madsen, T. (2012) Microfoundations of routines and capabilities: individuals, processes, and structures. Journal of Management Studies, 49(8), 1351-1374.
Felin. T. & Foss, N. (2009). Organizational routines and capabilities: historical drift and a course-correction toward microfoundations. Scandinavian Journal of Management, 25, 157-167.
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177.
Floyd, S. W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13(S1), 153-167.
Floyd, S. W., & Wooldridge, B. (1997). Middle management’s strategic influence and organizational performance. Journal of Management Studies, 34(3), 465-485.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Foss, N. J., & Lindenberg, S. (2013). Microfoundations for strategy: A goal-framing perspective on the drivers of value creation. Academy of Management Perspectives, 27(2), 85-102.
Foss, N., & Felin, T. (2011). The endogenous origins of experience, routines, and organizational capabilities: the poverty of stimulus. Journal of Institutional Economics, 7(02), 231-256.
French, J. R., Raven, B., & Cartwright, D. (1959). The bases of social power. Classics of organization theory, 7, 311-320.
Gavetti, G. (2005). Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development. Organization Science, 16(6), 599-617.
George, J. M., & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human relations, 54(4), 419-444.
Gilbert, C. (2005). Unbundling the strucuture of inertia: resource versus routine rigidity. Academy of Management Journal, 48(5), 741-763.
Golden, B. R., Dukerich, J. M., & Fabian, F. H. (2000). The interpretation and resolution of resource allocation issues in professional organizations: a critical examination of the professional‐manager dichotomy. Journal of Management Studies, 37(8), 1157-1188.
Guth, W. D., & MacMillan, I. C. (1986). Strategy implementation versus middle management self‐interest. Strategic Management Journal, 7(4), 313-327.
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis. 1998. Upper Saddle River.
Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2 (Apr.)), 193-206
Heller, F. A., & Yukl, G. (1969). Participation, managerial decision-making, and situational variables. Organizational Behavior and Human Performance, 4(3), 227-241.
Heyden, M. L. M., Fourné, S. P. L., Koene, B. A. S., Werkman, R., & Ansari, S. (2017). Rethinking ‘top‐down'and ‘bottom‐up'roles of top and middle managers in organizational change: Implications for employee support. Journal of Management Studies, 54(7), 961-985.
Hodgkinson, G. P., Whittington, R., Johnson, G., & Schwarz, M. (2006). The role of strategy workshops in strategy development processes: Formality, communication, co-ordination and inclusion. Long Range Planning, 39(5), 479-496.
Hollander, M., Wolfe, D. A., & Chicken, E. (2013). Nonparametric statistical methods (Vol. 751). John Wiley and Sons.
Hoyle, R. H., & Duvall, J. L. (2004). Determining the number of factors in exploratory and confirmatory factor analysis. Handbook of quantitative methodology for the social sciences, 301-315.
Huang, X., Wright, R. P., Chiu, W. C., & Wang, C. (2008). Relational schemas as sources of evaluation and misevaluation of leader–member exchanges: Some initial evidence. The Leadership Quarterly, 19(3), 266-282.
Huy, Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47(1), 31-69.
Huy, Q. N. (2011). How middle managers' group‐focus emotions and social identities influence strategy implementation. Strategic Management Journal, 32(13), 1387-1410.
Huy, Q. N., Corley, K. G., & Kraatz, M. S. (2014). From support to mutiny: Shifting legitimacy judgments and emotional reactions impacting the implementation of radical change. Academy of Management Journal, 57(6), 1650-1680.
Keltner, D., Gruenfeld, D. H., & Anderson, C. (2003). Power, approach, and inhibition. Psychological review, 110(2), 265.
Ketokivi, M., & Castaner, X. (2004). Strategic planning as an integrative device. Administrative Science Quarterly, 49(3), 337-365.
Knox, B. D. (2020). A strategy map’s effect on the feedback that middle managers pass along to upper management. Journal of Management Control, 1-24.
Labianca, G., Gray, B., & Brass, D. J. (2000). A grounded model of organizational schema change during empowerment. Organization Science, 11(2), 235-257.
Lam, C. K., Huang, X., & Chan, S. C. (2015). The threshold effect of participative leadership and the role of leader information sharing. Academy of Management Journal, 58(3), 836-855.
Langley, A. (1988). The Roles of Formal Strategic Planning. Long Range Planning, .21(3 - Jun), 4.
Lê, J. K., & Jarzabkowski, P. A. (2015). The role of task and process conflict in strategizing. British Journal of Management, 26(3), 439-462.
Lenka, S., Parida, V., Sjödin, D. R., & Wincent, J. (2018). Exploring the microfoundations of servitization: How individual actions overcome organizational resistance. Journal of Business Research, 88, 328-336.
Li, G., Liu, H., & Luo, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645-664.
Lindenberg, S., & Foss, N. (2011). Managing joint production motivation: the role of goal framing and governance mechanisms. Academy Management Review, 36, 500-525
Mantere, S. (2008). Role expectations and middle manager strategic agency. Journal of Management Studies, 45(2), 294-316.
Martin, A., Keller, A., & Fortwengel, J. (2019). Introducing conflict as the microfoundation of organizational ambidexterity. Strategic Organization, 17(1), 38-61.
McKinley, W., Zhao, J., & Rust, K. G. (2000). A sociocognitive interpretation of organizational downsizing. Academy of Management Review, 25(1), 227-243.
Miao, Q., Newman, A., Schwarz, G., & Xu, L. (2013). Participative Leadership and the Organizational Commitment of Civil Servants in C hina: The Mediating Effects of Trust in Supervisor. British Journal of Management, 24, S76-S92.
Miller, S., Wilson, D., & Hickson, D. (2004). Beyond Planning Strategies for Successfully Implementing Strategic Decisions. Long Range Planning, 37(3), 201-218.
Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24(9 - May), 934-948.
Mirabeau, L., & Maguire, S. (2014). From autonomous strategic behavior to emergent strategy. Strategic Management Journal, 35(8), 1202-1229.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of management review, 23(2), 242-266.
Nelson R. R, & Winter S. G. (2002). Evolutionary theorizing in economics. Journal of Economic Perspectives 16(2): 23–46.
Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of business research, 45(2), 119-134.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization science, 5(1), 14-37.
Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18(S1), 187-206.
Pappas, J. M., & Wooldridge, B. (2007). Middle managers' divergent strategic activity: An investigation of multiple measures of network centrality. Journal of Management Studies, 44(3), 323-341.
Parmegiani, A. & Howrad-Grenville, J. (2011). Routines revisited: exploring the capabilities and practice perspectives. The Academy of Management Journal, 413-453.
Pettigrew, A. M. (1992). The Character and Significance of Strategy Process Research. Strategic Management Journal, 13(8- Winter- Special Issue), 5-16.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
Raes, A. M., & van Vlijmen, K. (2017). 19. The interface of top and middle managers: taking stock and moving. Handbook of Middle Management Strategy Process Research, 473.
Raes, A. M., Heijltjes, M. G., Glunk, U., & Roe, R. A. (2011). The interface of the top management team and middle managers: A process model. Academy of Management Review, 36(1), 102-126.
Rouleau, L. (2005). Micro‐practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7), 1413-1441.
Salvato, C., & Rerup, C. (2011). Beyond collective entities: multilevel research on organizational routines and capabilities. Journal of Management, 37(2), 468-490.
Schmid, T., Floyd, S., & Wooldridge, B. (2010). Putting the manager back into the picture: The value of a strategy process perspective. Handbook of research on strategy process, 142-162.
Sillince, J., & Mueller, F. (2007). Switching strategic perspective: The reframing of accounts of responsibility. Organization Studies, 28(2), 155-176.
Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams. Journal of Management, 32(1), 132-157.
Staehle, W., & Schirmer, F. (1992). Lower-level and middle-level managers as the recipients and actors of human-resource management. International Studies of Management & Organization, 22(1), 67-89.
Tarakci, M., Ateş, N. Y., Floyd, S. W., Ahn, Y., & Wooldridge, B. (2018). Performance feedback and middle managers’ divergent strategic behavior: The roles of social comparisons and organizational identification. Strategic Management Journal, 39(4), 1139-1162.
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28(13), 1319-1350.
Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of management studies, 49(8), 1395-1401.
Tenenhaus, M., Vinzi, V. E., Chatelin, Y. M., & Lauro, C. (2005). PLS path modeling. Computational statistics and data analysis, 48(1), 159-205.
Tengblad, S. (2002). Time and space in managerial work. Scandinavian Journal of management, 18(4), 543-565.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681.
Thomas, L., & Ambrosini, V. (2015). Materializing strategy: the role of comprehensiveness and management controls in strategy formation in volatile environments. British Journal of Management, 26, S105-S124.
Thompson, R., Barclay, D. W., & Higgins, C. A. (1995). The partial least squares approach to causal modeling: Personal computer adoption and use as an illustration. Technology studies: special issue on Research Methodology, 2(2), 284-324.
Van Riel, C. B. M., Berens, G., & Dijkstra, M. (2009). Stimulating Strategically Aligned Behaviour Among Employees. Journal of Management Studies, 46(7), 1197-1226
Vaz, S. L., & Bulgacov, S. (2018). Envolvimento Estratégico da Média Gerência: Analisando o Passado e Projetando o Futuro. Revista de Administração Contemporânea, 22(3), 380-402.
Vuori, T. O., & Huy, Q. N. (2016). Distributed attention and shared emotions in the innovation process: How Nokia lost the smartphone battle. Administrative Science Quarterly, 61(1), 9-51.
Watson, D., & Clark, L. A. (1997). Extraversion and its positive emotional core. In Handbook of personality psychology (pp. 767-793). Academic Press.
Weick, K. (1969). The social psychology of organizing. Reading, MA: Addison-Wesley.
Weick, K. E. (1995). Sensemaking in organizations (Vol. 3). Sage.
Weiser, A. K., Jarzabkowski, P., & Laamanen, T. (2020). Completing the Adaptive Turn: An Integrative View of Strategy Implementation. Academy of Management Annals, 14(2), 969-1031.
Westley, F. R. (1990). Middle managers and strategy: Microdynamics of inclusion. Strategic Management Journal, 11(5), 337-351.
Wolf, C. (2017). 12. Middle management engagement in strategic planning routines: a mindfulness perspective. Handbook of Middle Management Strategy Process Research, 288.
Wooldridge, B., & Floyd, S. W. (1990). The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11(3), 231-241.
Wooldridge, B., Schmid, T., and Floyd, S. W. (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190-1221
Zhou, X. T., & Schriesheim, C. A. (2010). Quantitative and qualitative examination of propositions concerning supervisor–subordinate convergence in descriptions of leader–member exchange (LMX) quality. The Leadership Quarterly, 21(5), 826-843.
Downloads
Publicado
Como Citar
Edição
Seção
Licença
Copyright (c) 2021 Revista Ibero-Americana de Estratégia – RIAE
Este trabalho está licenciado sob uma licença Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.