Publication
Institutional Entrepreneurship: a case study in a Portuguese company
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 1.2 MB | Adobe PDF |
Authors
Advisor(s)
Abstract(s)
Esta dissertação está relacionada com um estudo de caso em que a teoria do Empreendedorismo Institucional é estudada numa empresa portuguesa, sendo esta a Arvato Bertelsmann Lisboa.
As atuais mudanças às quais assistimos como por exemplo a globalização, indica que é essencial entender quais os fatores chaves para a ocorrência de diversas alterações e como estas se procedem a nível organizacional.
Durante a investigação na firma, o modelo de governance foi estudado e comparado com o modelo de empreendedorismo organizacional de Battilana et al., (2009). Consequentemente, diversas entrevistas foram realizadas e uma extensa pesquisa documental foi realizada para que existisse uma ideia clara das alterações organizacionais da empresa em questão.
Nesta primeira fase surgiu a primeira questão de pesquisa, sendo ’quem é ou são os empreendedores organizacional na empresa Arvato Lisboa?’
Através de entrevistas na empresa tentou-se encontrar uma entidade ou individuo principal para a mudança e o crescimento da empresa. A Arvato Bertelsmann Global tem vindo a crescer ano após ano e tem vindo a aumentar os seus ganhos económicos comparativamente a anos anteriores.
Porém, para o Site de Lisboa, têm sido realizadas diversas conversações para a descoberta do responsável para as diversas mudanças na empresa. Assim, não só o responsável pela mudança foi identificado, mas também foram verificadas em que condições as mudanças foram implementadas, quais os aliados e como a transição se realizou.
Depois de entender a transição, o ator principal da mudança ter sido identificado, efetuou-se uma comparação com o Modelo de Battilana (2009). Deste modo, a segunda questão de pesquisa surgiu, sendo ‘O Modelo de Battilana (2009) explica a implementação da mudança na empresa Arvato Bertelsmann Lisboa? Assim, na parte da discussão tentou-se responder a esta questão para se seja possível concluir se o modelo foi ou não seguido. Aqui conclui-se que a mudança ocorreu, apenas, parcialmente de acordo com o Modelo de Battilana (2009) devido a falta de alguns elementos cruciais do modelo estudado.
O estudo realizado teve diversas contribuições em termos académicos e profissionais. Primeiramente, ajudou na explicação e compreensão das atuais mudanças ocorridas nas empresas. Por outro lado, no âmbito profissional, demonstrou como as empresas poderão melhorar a sua organização ao nível da gestão através de um maior investimento na mesma.
This dissertation is related to a case study where the institutional entrepreneurship theory is studied in a Portuguese company, Arvato Bertelsman Lisbon. With all the changes that occur nowadays with phenomenon’s like globalization it is essential to understand what are the main drivers towards the change and how it proceeds. During the investigation in the company, the governance model was analysed and compared to the main theory of the Institutional Entrepreneurship model of Battilana et al., (2009). Consequently, interviews were conducted, and extensive documentation was analyses have been realized to get a clear idea about organizational changes in companies. In this phase the first research question was defined which is ‘Who is or are the Institutional entrepreneurs at Arvato Lisbon?’ Through multiple interviews on the field site, there is an attempt to find the main responsible for the change and growth of the company. Each year Arvato Bertelsmann Global is getting more profits and revenues comparative to previous years. This gives the firm more opportunities to expand to other businesses and countries. Nevertheless, for the Site in Lisbon, there have been several conversations and interviews to understand who is or are the main actors of the change. Moreover, not only the responsible of the divergent change was identified, but also in which conditions the change was possible, who were the allies and how the transition to the change was carried out. After understanding the transition, the main actor for the divergent change was identified and a comparison to Battilana’s (2009) model was made. Then, also another research question was formulated ‘Does Battilana’s (2009), model explain the divergent change process at Arvato Bertelsmann Lisbon?’ In the discussion that was conducted this answer was answered to conclude in which way the studied model has been followed. The conclusion points out to the statement that the transition to the desired governance model was partially done accordingly to Battilana’s model. This conclusion had several contributions in academic and professional aspects. First it helped to understand and explain in which way the changes occur in companies. On the other hand, from a professional point of view it made very clear how companies can improve their self by investing more in management and the organization of the institution.
This dissertation is related to a case study where the institutional entrepreneurship theory is studied in a Portuguese company, Arvato Bertelsman Lisbon. With all the changes that occur nowadays with phenomenon’s like globalization it is essential to understand what are the main drivers towards the change and how it proceeds. During the investigation in the company, the governance model was analysed and compared to the main theory of the Institutional Entrepreneurship model of Battilana et al., (2009). Consequently, interviews were conducted, and extensive documentation was analyses have been realized to get a clear idea about organizational changes in companies. In this phase the first research question was defined which is ‘Who is or are the Institutional entrepreneurs at Arvato Lisbon?’ Through multiple interviews on the field site, there is an attempt to find the main responsible for the change and growth of the company. Each year Arvato Bertelsmann Global is getting more profits and revenues comparative to previous years. This gives the firm more opportunities to expand to other businesses and countries. Nevertheless, for the Site in Lisbon, there have been several conversations and interviews to understand who is or are the main actors of the change. Moreover, not only the responsible of the divergent change was identified, but also in which conditions the change was possible, who were the allies and how the transition to the change was carried out. After understanding the transition, the main actor for the divergent change was identified and a comparison to Battilana’s (2009) model was made. Then, also another research question was formulated ‘Does Battilana’s (2009), model explain the divergent change process at Arvato Bertelsmann Lisbon?’ In the discussion that was conducted this answer was answered to conclude in which way the studied model has been followed. The conclusion points out to the statement that the transition to the desired governance model was partially done accordingly to Battilana’s model. This conclusion had several contributions in academic and professional aspects. First it helped to understand and explain in which way the changes occur in companies. On the other hand, from a professional point of view it made very clear how companies can improve their self by investing more in management and the organization of the institution.
Description
Keywords
Estudo de Caso Mudança Modelo de Governance Empreendedorismo Institucional