%0 Journal Article
%T STRATEGY FORMATION AS A COLLECTIVE PROCESS AND MULTIPLE CULTURAL PERSPECTIVES: A QUALITATIVE STUDY IN AN EXCLUSIVE FURNITURE STORE FORMACI車N DE ESTRATEGIA COMO UN PROCESO COLECTIVO Y M迆LTIPLES PERSPECTIVAS CULTURALES: UN ESTUDIO CUALITATIVO EN UNA TIENDA DE MUEBLES EXCLUSIVA FORMA  O DE ESTRAT谷GIA COMO UM PROCESSO COLETIVO E M迆LTIPLAS PERSPECTIVAS CULTURAIS: UM ESTUDO QUALITATIVO EM UMA LOJA EXCLUSIVA DE M車VEIS
%A Fabiano Larentis
%A Gabriel Sperandio Milan
%A Deonir De Toni
%J Rege : Revista de Gestˋo
%D 2013
%I Universidade de S?o Paulo
%X Understanding an organization and its strategy formation processes implies to go beyond its tangible elements, eg, physical structure and product offerings. The organizational complexity demands a deeper understanding to explain some intangibles such as organizational culture. Organizational culture as a system of symbols and meanings (ALVESSONl, 2003), defines how strongly a company conducts its business. Moreover, according to Mintzberg, Ahlstrand and Lampel (2000), the formation of strategy can be seen as a process of social interaction based on common understandings to members of an organization, presenting cultural characteristics. Moreover, considering the studies of Martin and Frost (2001), organizational culture has three different perspectives: the perspectives of integration, differentiation and fragmentation. Through a qualitative research in an exclusive planned furniture store, this study identifies and evaluates the cultural perspectives offered by Martin and Frost, considering the formation of strategy as a collective (cultural) process. The results demonstrate, although the predominance of differentiation perspective (subcultures), its relation to different situations of integration (consensus), and fragmentation (a mixture of consensus and conflict) produces complementary outputs, interfering in various ways to realize the strategies: plan, pattern, position, perspective and trick. From this analysis, this paper provides a better understanding of some cultural elements that underlie the formation of an organization's strategies, especially when cultural perspectives are considered. Comprender una organizaci車n y sus procesos de formaci車n de estrategia implica ir m芍s all芍 de sus elementos tangibles, como estructura f赤sica y productos ofrecidos. La complejidad organizacional exige una comprensi車n m芍s profunda de sus caracter赤sticas, que implica necesariamente el entendimiento de algunos elementos intangibles, como la cultura organizacional. La cultura organizacional, como un sistema de s赤mbolos y significados (ALVESSON, 2003), define fuertemente la forma por la cual una empresa conduce sus negocios. Adem芍s, seg迆n Mintzberg, Ahlstrand y Lampel (2000), la formaci車n de estrategia puede ser encarada como un proceso de interacci車n  social, basado en las interpretaciones comunes a los miembros de una organizaci車n y presentando caracter赤sticas culturales. Por otro lado, seg迆n Martin y Frost (2001), la cultura organizacional asume tres diferentes perspectivas: de integraci車n, de diferenciaci車n y de fragmentaci車n. Por medio de un estudio cualitativo
%K Organizational Culture
%K Cultural Perspectives
%K Strategy as Collective Process.
%U http://www.revistas.usp.br/rege/article/view/49863