Open Accesssenior manager as a strategy manager in change scenarios: practice in the brazilian public sector
Author(s) -
Robson Campos Leite,
Américo da Costa Ramos Filho
Publication year - 2020
Language(s) - English
Resource type - Journals
ISSN - 2411-2933
DOI - 10.31686/ijier.vol8.iss12.2835
Subject(s) - transformational leadership , structuring , sociology , stakeholder , categorization , public relations , public sector , management , knowledge management , situational ethics , action (physics) , business , process management , political science , computer science , economics , law , physics , quantum mechanics , artificial intelligence
How does the senior manager of a public organization practice the strategy and mobilize his team to enable continuously, in the organization where it is located: meeting its mission, stakeholder needs and the dynamics of the internal and external environment? This question guides the research of this article which also presents the structuring of a framework that brings together four academic approaches - Carlos Matus' Situational Strategic Planning (1991; 1997; 2005), as a central element; Whittington's Strategy as a Social Practice (1997; 2002; 2004; 2006); Freeman's Stakeholder Theory (2010); and Burns' Transformational Leadership (1978; 2003). Data were collected in semi-structured interviews and treated qualitatively by Thomas's inductive analysis (2006), the Gibbs coding and categorization method (2009) and the matching presented by Trochim (1989). The framework should serve as a reference for the action of the manager regarding the mentioned issue.