O dirigente como gestor da estratégia: a prática no setor público frente aos complexos cenários de mudanças

Abstract

The Strategy area has increasingly assumed a leading role within organizations. In the public area, the study area of this dissertation, this importance gains an additional dimension and a greater degree of complexity, since the constant political, economic and social changes directly interact with the public sphere and, consequently, in its institutions. In this sense, the practice of strategy and the influences generated by the increasing and more frequent dynamics of the external and internal environments of public organizations are elements with a direct cause and effect relation that generate impacts on the strategy and its practice. Allied to this scene are the generally diffused and divergent interests of the stakeholders - also called stakeholders - who are in or around the organization. Directing a public organization in order to fulfill the strategic objectives present in its plan, dealing with all the dynamics of changes that may arise during the practice of the plan, involving and motivating the team practicing the strategy and reconciling the interests of the stakeholders becomes a challenge that meets the purpose of this work. In this sense, this dissertation presents a framework that brings together four academic theories in order to assist the public organization leader with this challenge: Carlos Matus' Strategic Situational Planning (PES, in Portuguese) (1991, 1997, 2005), Strategy as a Social Practice (ECP, in Portuguese) by Whittington (1992, 2002, 2004, 2006), Freeman's Theory of Stakeholders (2010) and Burns Transformational Leadership (1978, 2003). These four theories were structured in this framework through a frame of reference that puts the Situational Strategic Planning as a central element capable of complementing the role of the other three theories in the practice of strategy, supporting the changes of the external and internal environment, mobilizing the team of this leader and reconciling the stakeholder interests of a public organization. The data were collected through semi-structured interviews and treated qualitatively through the inductive analysis of Thomas (2006), the method of coding and categorization of Gibbs (2009) and the pairing presented by Trochim (1989). The realization of this research provided a frame of reference in the framework with the exercise of the scenarios of problems, challenges, impacts and solutions from the process of analysis of the data collected in the field, the identification of the internal and external factors that influence the implementation of the strategy. Also, the critical factors for the implementation of the strategy by the public organization leader were demonstrated, taking into account the fulfillment of the organizational mission, meeting the needs of stakeholders, the dynamics of the external and internal environment and the mobilization of the team