Please use this identifier to cite or link to this item: https://app.uff.br/riuff/handle/1/17505
Title: Adaptação organizacional: o caso da Siemens AG no período de 1990 a 2001
Keywords: mudança estratégica;  estratégia e adaptação estratégica;  strategic changes;  strategy and adaptation strategy
Issue Date: 19-Dec-2002
Abstract: This study investigates how the strategic adaptation process developed at Siemens AG, a multinational in the electro-electronic market covering the period from 1990 to 2001. With the general objective in determining which and how these strategic changes developed during that period and identifying the environmental and internal factors that influence them. The strategic changes were analyzed empirically through the theoretical model of Pettigrew (1987) that seeks to relate the context, the content and the implementation process of the change. The research was developed as a sim pie case study, of a qualitative nature aiming to understand the phenomenon of the changes in the organization. The study used as a method the Direct Research (Mintzberg, 1979) for collecting data. In the theoretical basis, it is contemplated the relative aspects to the strategic adaptation process, quite specifically the strategic choice and the environmental determinism. Describing the strategic adaptation process in the organization, as it suffers external changes (environment influences) acting directly in the organization period. It was concluded that the organization adapted differentiated strategies at each period analyzed seeking to adapt itself to the various situations, implementing new processes and/or products.
URI: https://app.uff.br/riuff/handle/1/17505
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