Estratégia e arquitetura organizacional: estudo de caso longitudinal da gestão de uma empresa no ramo de bebidas

Abstract

The objective of this study is to evaluate how contingency factors influenced an organizational architecture of a beverage and food company in the Belo Horizonte region over 11 years. The study develops according to the model proposed by Nadler e Tushman (1980) called the Congruence Model for Organizational Behavior. Therefore, a qualitative research was carried out, with a descriptive nature, through a case study. 8 semi-structured interviews were made with organizational managers, documentary analysis and direct observation, with the purpose of evaluate is how organizational components (structure, formal and informal organization, work and people), strategy and inputs (environment, resources and history) influences changes in organizational architecture. The results indicate that architectures wich consider inputs in the strategy formulation process present a greater congruence degree of organizational components. The researched organization had a sense of the way forward, but did so informally, without a strategy formulation process, resulting in a mismatch between strategy formulation and execution, as it did not present adequate treatment for the implementation process. As for the organizational components, the greater congruence degree between people, formal organization and work, and lower degree among people and informal organization, the higher accomplishment of the objectives in individual and unit/group outputs. For organizations in merger and acquisition process, an earlier diagnosis, stress definition points, of decision on integration and their pace of implementation may be relevant factors to result in an optimal level of organizational components congruence. Organizational culture, considered only as an output according to the model, evidenced its importance on fit of architectures being as a suggestion of research to consider its influence on inputs - input or strategy - or be treated as an organizational component. It also suggests a quantitative analysis according to the model to demonstrate factors that cause greater impact in the fit and decisions about changes on organizational architectures and related to system outputs.