Adaptação estratégica e recursos organizacionais: um estudo em uma empresa de calçados.

Abstract

The strategic adaptation has occurred from two perspectives: determinist, which interprets the environment as the main element of possible success and organizational permanence and voluntarist, in which the organization has the ability to influence the environment and even create means for change . The present study is the result of a research whose objective is to know the process of strategic adaptation and the characteristics of the resources used by a footwear company from 2013 to 2017. The theoretical basis was based on the proposal of Hrebiniak and Joyce (1985) for strategic organizational adaptations and the Resource Based View (RBV). The study is a qualitative, descriptive and exploratory research, which was carried out from a case study. For this purpose, we used primary data obtained through semi- structured interviews. We also used Pettigrew's (1987) proposal for the analysis of change: the context (internal and external), content (what) and process (or how). As a result, we observed the predominance of Quadrant III - Strategic Choice, Hrebiniak and Joyce (1985), presenting high strategic choice and low environmental determinism in relation to the five of the nine events of the period. Considering RBV, it is worth highlighting the characteristics of the resources used and their contributions to the process of strategic adaptation, specifically in events 1, 4, 5, 8 and 9, which allowed it to position itself as a strategic choice. It can be concluded that the company in the mentioned period presented a proactive organizational position, that is, it had a greater possibility of choice and was able to deal with the interferences of the environment, and that it has an endowment of valuable resources which provided advantages competitive.