CAVALCANTI, K. D.; CAVALCANTI, Katiane Diniz.
Resumen:
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.
