A combinação entre estratégias deliberadas e emergentes em organizações: estudo de casos comparativos em ambientes dinâmicos

Abstract

This article discusses the dynamics of emergent strategies in companies using deliberate processes for strategic formulation. Specifically, we investigate how and why this process of combination occurs in the studied organizations, and how the organizational design – structure, lateral capability, control and reward systems interfere on the combination. For this purpose, we developed a multiple case study in two organizations theoretically operating in dynamic environments. The results indicate that organizations combine emergent and deliberate strategies either to take advantage of opportunities in the environment or to accommodate external pressures. Moreover, it seems that the process of emerging strategies and its combination with deliberated strategies is influenced by the nature of the intended strategy. It means, in other words, that the narrower the deliberated strategy scope, the more difficult is for an initiative to emerge and be consolidated as an emerging strategy. Finally, the results suggest that the use of lateral capability may influence emergent strategies.

Keywords

• Deliberate strategies
• Emergent strategies
• Strategic formulation
• Organizational architecture
• Dynamic environments