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Publication
Ferramentas Estratégicas para o Ambiente VUCA
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 10.42 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Objetivo - Estando a maior parte das organizações a operar em ambientes de elevada turbulência, e considerando que a Gestão Estratégica (GE) tradicional é referida como tendo várias limitações nestes contextos, surge a necessidade de identificar as ferramentas estratégicas (FE), que permitam às organizações a antecipação e compreensão de um mundo complexo, em acelerada e incerta transformação. O conceito VUCA (volatility, uncertainty, complexity e ambiguity) surge nos anos 90, sendo atualmente utilizado para descrever o ambiente caótico em que a maior parte das organizações atua. As questões deste estudo estão enquadradas nas perspetivas sociológica (investigadores e docentes especialistas em GE), visão empresarial (gestores de empresas responsáveis pela GE) e visão económica (consultores de GE) e procuram perceber: Qual o grau de cobertura do processo estratégico pelas FE em ambiente VUCA? Qual o toolkit de FE para o ambiente VUCA? Quais as diferenças entre as visões sociológica, empresarial e económica nas FE? Como se adaptou a GE das grandes empresas portuguesas ao mundo VUCA?
Desenho e Metodologia - Está suportado no método misto sequencial descritivo, uma vez que combina sequencialmente estudos qualitativos, qualitativo/quantitativo seguido de um estudo qualitativo. A recolha de informação/dados foi suportada em quatro fontes distintas, numa lógica de triangulação: 1. Investigadores, 2. Docentes, 3. Gestores de empresas, e 4. Consultores, e foi efetuada através de cinco abordagens: revisão narrativa da literatura, revisão sistemática da literatura (investigadores), revisão integrativa da literatura: análise de casos análogos (gestores de empresas), aplicação do método Delphi em Tempo Real (docentes e consultores) e estudo de caso múltiplo (gestores de empresas portuguesas).
Resultados - Os resultados parecem indicar que existirá sempre um toolkit de FE e que dificilmente haverá GE sem FE. Apesar de não existir um consenso total entre as três perspetivas analisadas, ou seja, não existe um toolkit único e universal, prevalece um corpo comum. A seleção de FE para um toolkit pode ser vista por múltiplos prismas, já que são muitos os fatores que influenciam a sua composição, o que parece indicar que existem “universos paralelos” no que diz respeito aos toolkits de FE. A cobertura do processo estratégico por FE em ambiente VUCA aparenta ser praticamente total, apesar de desequilibrada (ou então focalizada nos desafios para a GE). As três perspetivas analisadas sugerem a existência de algumas diferenças entre si, mas aparentam ter mais semelhanças, operando como um movimento pendular dirigido pela perspetiva empresarial que ora oscila para a perspetiva sociológica, ora para a económica, ora se imobiliza (aproxima) entre as duas.
Implicações práticas - O estudo, confirma a relevância da GE para as organizações, na medida em que se apresentam várias perspetivas que continuam a investigar, ensinar, usar e prescrever a GE, onde se destaca o consenso, a diversidade e vivacidade da disciplina. Para os gestores das empresas e consultores de estratégia, este quadro proporciona um fácil acesso a um conjunto de FE consensuais para o ambiente VUCA.
Limitações - Uma das limitações deste estudo está na sua abordagem metodológica com foco essencialmente qualitativo.
Originalidade/Valor - Apesar de o mundo VUCA e a GE
estarem interligados há pelo menos 33 anos, é limitado o
conhecimento sobre a forma como as organizações devem
aplicar as FE numa perspetiva multidimensional (etapas do
processo estratégico versus componentes do VUCA).
Pretende-se que este estudo possa dar uma visão das principais tendências na utilização das FE e ilustrar um portfólio (toolkit) de FE para a aplicação à GE das organizações em contexto VUCA.
Purpose - Considering that the majority of organizations are operating in extremely turbulent climates and that traditional strategic management (SM) is referred to as having limitations in these contexts, the need has arisen to identify strategy tools (ST) that will help organizations to anticipate and understand a complex world that is changing rapidly and uncertainly. The VUCA (volatility, uncertainty, complexity and ambiguity) concept first appeared in the 1990s and is currently used to describe the chaotic environment in which most organizations operate. The issues in this study are looked at from different perspectives, sociological (researchers and teaching staff experts in SM), business vision (company managers responsible for SM) and economic vision (SM consultants) in order to understand: To what extent do the ST address the strategic process in a VUCA environment? What is the ST toolkit for the VUCA environment? What are the differences between the sociological, business and economic visions in the ST? How did the SM of the large Portuguese companies adapt to the VUCA world? Design and Methodology - This is based on the descriptive sequential mixed method, as it sequentially combines qualitative and qualitative/quantitative studies followed by a qualitative study. The information/data were collected from four different sources, using triangulation: 1. Researchers, 2. Teaching staff, 3. Company managers, and 4. Consultants, and approached in four different ways: a systematic review of the literature (researchers), a integrative literature review: analysis of similar cases (business/company managers), using the real-time Delphi method (teaching staff and consultants) and a multiple case study (Portuguese business/company managers). Findings - The results appear to indicate that there will always be an ST toolkit and SM will be difficult without ST. Although there is no complete agreement in the three perspectives analyzed, i.e., there is no single, universal toolkit, one common thread prevails. The selection of ST for a toolkit can be looked at in a number of ways, as there are many factors that influence its composition, which seems to indicate that there are “parallel universes” when it comes to ST toolkits. The coverage of the strategic process by ST in a VUCA environment seems to be full, albeit unbalanced (or else focused on the challenges for ST). The three perspectives analyzed suggest the existence of some differences between them, but they seem to have more similarities, swinging in a pendulum motion towards the business perspective or oscillates to the sociological or economic perspective or stopped between the two of them. Practical implications - The study confirms the relevance of SM for organizations insofar as different perspectives are presented that continue to research, teach, use and apply SM, where the consensus, diversity and energy of the subject is highlighted. For company managers and strategy consultants, this framework provides easy access to a set of consensual ST for the VUCA environment. Limitations - One of the limitations of this study was its methodological approach with an essentially qualitative focus. Originality/Value - Although the VUCA world and SM have been interconnected for at least 33 years, not much is known about how organizations should use ST from a multidimensional standpoint (stages of the strategic process vs. VUCA components). The aim of this study is to provide an overview of the main trends in the use of ST and exemplify an ST portfolio (toolkit) for use with the SM of organizations in a VUCA context.
Purpose - Considering that the majority of organizations are operating in extremely turbulent climates and that traditional strategic management (SM) is referred to as having limitations in these contexts, the need has arisen to identify strategy tools (ST) that will help organizations to anticipate and understand a complex world that is changing rapidly and uncertainly. The VUCA (volatility, uncertainty, complexity and ambiguity) concept first appeared in the 1990s and is currently used to describe the chaotic environment in which most organizations operate. The issues in this study are looked at from different perspectives, sociological (researchers and teaching staff experts in SM), business vision (company managers responsible for SM) and economic vision (SM consultants) in order to understand: To what extent do the ST address the strategic process in a VUCA environment? What is the ST toolkit for the VUCA environment? What are the differences between the sociological, business and economic visions in the ST? How did the SM of the large Portuguese companies adapt to the VUCA world? Design and Methodology - This is based on the descriptive sequential mixed method, as it sequentially combines qualitative and qualitative/quantitative studies followed by a qualitative study. The information/data were collected from four different sources, using triangulation: 1. Researchers, 2. Teaching staff, 3. Company managers, and 4. Consultants, and approached in four different ways: a systematic review of the literature (researchers), a integrative literature review: analysis of similar cases (business/company managers), using the real-time Delphi method (teaching staff and consultants) and a multiple case study (Portuguese business/company managers). Findings - The results appear to indicate that there will always be an ST toolkit and SM will be difficult without ST. Although there is no complete agreement in the three perspectives analyzed, i.e., there is no single, universal toolkit, one common thread prevails. The selection of ST for a toolkit can be looked at in a number of ways, as there are many factors that influence its composition, which seems to indicate that there are “parallel universes” when it comes to ST toolkits. The coverage of the strategic process by ST in a VUCA environment seems to be full, albeit unbalanced (or else focused on the challenges for ST). The three perspectives analyzed suggest the existence of some differences between them, but they seem to have more similarities, swinging in a pendulum motion towards the business perspective or oscillates to the sociological or economic perspective or stopped between the two of them. Practical implications - The study confirms the relevance of SM for organizations insofar as different perspectives are presented that continue to research, teach, use and apply SM, where the consensus, diversity and energy of the subject is highlighted. For company managers and strategy consultants, this framework provides easy access to a set of consensual ST for the VUCA environment. Limitations - One of the limitations of this study was its methodological approach with an essentially qualitative focus. Originality/Value - Although the VUCA world and SM have been interconnected for at least 33 years, not much is known about how organizations should use ST from a multidimensional standpoint (stages of the strategic process vs. VUCA components). The aim of this study is to provide an overview of the main trends in the use of ST and exemplify an ST portfolio (toolkit) for use with the SM of organizations in a VUCA context.
Description
Keywords
Ferramentas Estratégicas VUCA Processo Estratégico Perspetiva Sociológica Perspetiva Empresarial Perspetiva Económica