1 Alan Diógenes Góis Elise Soerger Zaro Gabriel Pini MormilhoPolitics of strategic decision making in high-velocity environments: Toward a midrange theory Alan Diógenes Góis Elise Soerger Zaro Gabriel Pini Mormilho

2 Autores Kathleen M. Eisenhardt L. J. Bourgeois IIIStanford W. Ascherman M.D. Professor Co-Director of the Stanford Technology Ventures Prog. She was recently noted as most cited research author in strategy and organization studies for the past 25 years. L. J. Bourgeois III Professor at University of Virginia – Darden School of Business Bourgeois is among the top 0.5% of most cited authors in the field of management around the world.

3 Artigo Citado: Scholar Google: 1660 Web of Science: 585Contagem de uso: Last 180 days: 11 Since 2013: 73

4 Revista Academy of Management Journal (AMJ) Impact Factor: 6.4485-Year Impact Factor: 9.812 Ranked 3 out of 185 journals in category of "Management." Ranked 2 out of 115 journals in category of "Business." *2014 Journal Citation Reports

5 Método Entrevistas com CEO e Top Managers QuestionárioDados secundários Comportamento decisório (descritiva) Dificuldade de generalização Os autores descreveram as companhias o suficiente para verificarmos se existem variáveis omitidas que ajudam a entender o fenômeno? PONTO CRÍTICO: Desempenho Financeiro

6 The Origins of PoliticsProposition 1: The greater the centralization of power in a chief executive, the greater the use of politics within a top management team Desequilíbrio de poder A centralização do poder é uma questão relacionada a tomada de decisão diretamente ou meta-decisão? Centralização de poder é uma característica da empresa ou muda para cada decisão? Dificuldade de expor e debater opiniões divergentes A descentralização do poder vai diminuir o uso da política? “Perhaps extreme decentralization so dilutes power that action is possible only through politics. Possibly then, politics emerge at the extremes of power imbalance- high centralization and high decentralization-but do not emerge with moderate decentralization.”

7

8

9

10 Existem outras características políticas que influenciam a tomada de decisão?Manipulação

11 Restrict information flow

12 The Origins of PoliticsProposition 2: Conflict is not a sufficient condition for the use of politics. Rather, conflict leads to politics only when power is centralized. Conflitos encarados diretamente geram debates que criam alternativas e clarificam a situação Todos tem direito a opinar, e pode-se mudar de opinião "consensus with qualification“ "We scream a lot, laugh, and then resolve the issue.“ (video processo de criação carrinho de supermercado) “These are not zerosum, competitive situations as are many laboratory simulations (Murnighan, 1978) and budget allocation decisions (Pfeffer & Salancik, 1974). Rather, each decision was collaborative.” É possível incentivar um comportamento cooperativo com remuneração?

13

14 The organization of politicsProposition 3: The greater the use of politics within a top management team, the greater the likelihood of stable alliance patterns Why do stable alliance patterns emerge? A possible reason, one consistent with the threat- rigidity hypothesis (Staw, Sandelands, & Dutton, 1981), is that politically active teams have stressful cultures, leading executives to rely on habitual responses like stable coalitions. Perhaps then, stable alliance patterns are a rigidity response to the stressful and threatening environment of politically active teams. A second reason for stable alliance patterns may be that executives do not engage in the extensive cognitive processing necessary for ascertaining the preferences of others and planning political actions. Rather, consistent with bounded rationality arguments (Cyert & March, 1963), they make convenient assumptions about the opinions of others and fall into familiar patterns of politicking. (Racionalidade Limitada) Rapid and discontinuous changes in technology, competition, and demand characterize the microcomputer industry. In such a fast-paced environment, executives simply may not have the time to engage in the extensive cognitive processing necessary for forming fluid alliances.

15

16

17 The organization of politicsProposition 4: When the use of politics is high, the basis of alliance is likely to be similarity of demographic attributes. Proposition 5: Demographic similarity is not a sufficient condition for stable coalition formation. Rather, demographic similarity leads to stable alliance patterns only when power is centralized and the use of politics is high. This similarity of results suggests that the same factors that predict friendships also predict alliance patterns. People choose to ally with those with whom they interact frequently and with whom they feel comfortable. Confiança é relevante para as relações políticas “In line with research that shows the importance of trust in subjective performance evaluations (e.g., Gibbs, Merchant, Van der Stede and Vargus 2004), we show the relevance of trust in the subjective process of performance target revision.” (Bol & Lill, 2015). Demographics did not trigger political action.

18

19 The organization of politicsProposition 6: The formation of stable alliance patterns lags changes in the use of politics. Mesmo com interesses alinhados, as pessoas tem dificuldade de mudar as alianças. Padrões de alianças estáveis mudam devagar.

20 The effect of politics Proposition 7: The greater the use of politics within the top management team, the poorer the performance of a firm. poor performance creates politics. The data from Neutron are consistent with this line of reasoning. politics lead to poor performance. it is time-consuming to engage in politics. politics restrict information flow. Overall, the executives in the politically active teams were often incorrect in their perceptions of others' opinions, thereby limiting their ability to form effective alliances.

21

22 Toward A Midrange Theory Of Politics In High-velocity Environments

23 Considerações finais Dentro da definição de boa decisão discutido na disciplina, o uso de política tende a conduzir para uma decisão melhor ou pior? Importante mecanismo de adaptação; Restringe o fluxo de informações; Consome tempo.

24

25 Obrigado