Análise do processo de adaptação estratégica da empresa Vargem Bela Agroindustrial Ltda., à luz da teoria institucional e da visão baseada em recursos.

Abstract

The accomplishment of this work had as main objective to know the process of strategic adaptation of the Vargem Bela company, producer of sugar cane brandy in the Swamp of Paraíba, through the identification of critical events occurred in the period between 1961 and 2007, under what conditions these events happened, besides analyzing the referred events under the perspective of Institutional Theory and of Resource-based View. For that, it was made a revision in the existing literature about the referred theories, with emphasis in DiMaggio and Powell’s work in what concerns to the Institutional Theory, and in Peteraf and Barney, when referring to Resource-based View theory. The work is a qualitative, descriptive and explorative research, that was made trough a study of case that had its methodological sustentation based on Pettgrew ́s work, about methods of strategic adaptation of companies, where three elements of change are investigated: the context (internal and external), the content and the process. The research made possible on one side, to conclude inside the perspective of the base theories, that the environmental pressures imposed, most of the time, the answer strategy of the company to such demands, and for other, it made possible to infer that its process of strategic adaptation is separated in two big periods, where in the first, in a less complex atmosphere, there was a more proactive behavior from the employers, and in the second, with a more complex and turbulent atmosphere, with governmental, climatic and competition pressure, it demonstrates organizational inertia or it reacts in a drifted way.