Gerenciando paradoxos da estratégia aberta no setor público
Conteúdo do artigo principal
Resumo
A chamada “estratégia aberta” preconiza a inclusão de colaboradores de diferentes níveis, bem como de agentes externos e parceiros, no processo de construção da estratégia. Esse movimento de abertura e inclusão também tem avançado no setor público por meio da governança colaborativa, como consequência das mudanças do entendimento do papel do Estado numa forma de gestão que promove a interação entre os atores públicos e privados. O argumento central deste ensaio é que há paradoxos inerentes à estratégia aberta no setor público que precisam ser gerenciados para evitar ou minimizar tensões prejudiciais entre os envolvidos. O artigo adota uma abordagem reflexiva e indutiva, baseada nas perspectivas teóricas tanto da estratégia aberta quanto da governança colaborativa. Como resultado, contribui para o campo de estudos em gestão pública e apresenta proposições teóricas e práticas que indicam caminhos para gerenciamento da estratégia aberta.
Downloads
Detalhes do artigo
A Revista de Administração Pública (RAP) compromete-se a contribuir com a proteção dos direitos intelectuais do autor. Nesse sentido:
- Adota a licença Creative Commoms BY (CC-BY) em todos os textos que publica, exceto quando houver indicação de específicos detentores dos direitos autorais e patrimoniais;
- Adota software de verificação de similaridade de conteúdo - plagiarismo (Crossref Similarity Check);
- Adota ações de combate ao plagio e má conduta ética, alinhada às diretrizes do Committee on Publication Ethics (COPE).
Mais detalhes do Código de Ética adotado pela RAP podem ser visualizados em Normas Éticas e Código de Conduta.
Referências
Ahola, T. (2018). So alike yet so different: a typology of interorganisational projects. International Journal of Project Management, 36(8), 1007-1018. https://doi.org/10.1016/j.ijproman.2018.07.005
Andrews, K. (1971). The concept of corporate strategy. Irwin Ed.
Ansell, C., Doberstein, C., Henderson, H., Siddiki, S., & Hart, P. (2020). Understanding inclusion in collaborative governance: a mixed methods approach. Policy and Society, 39(4), 570-591. https://doi.org/10.1080/14494035.2020.1785726
Ansoff, I. (1965). Corporate strategy. McGraw-Hill.
Ansoff, H. I., & McDonnell, E. J. (1983). Implantando a administração estratégica. Atlas.
Appleyard, M. M., & Chesbrough, H. W. (2017). The dynamics of open strategy: from adoption to reversion. Long Range Planning, 50(3), 310-321. https://doi.org/10.1016/j.lrp.2016.07.004
Arnstein, S. (2007). A ladder of citizen participation. Journal of the American Institute of Planners, 35(4), 216-224. https://doi.org/10.1080/01944366908977225
Astley, W. G. (1984). Toward an appreciation of collective strategy. Academy of Management Review, 9(3), 526-535. https://doi.org/10.2307/258292
Astley, W. G., & Fombrun, C. J. (1983). Collective strategy: the social ecology of organizational environments. Academy of Management Review, 8(4), 576-587. https://doi.org/10.2307/258259
Belmondo, C., & Sargis-Roussel, C. (2022). The political dynamics of opening participation in strategy: the role of strategy specialists’ legitimacy and disposition to openness. Organization Studies, 44(4), 613-635. https://doi.org/10.1177/01708406221080123
Bernardes, M. E. B., & Sá, F. S. (2009). Voluntarismo e determinismo em implementação de estratégias coletivas de PME: uma análise de dois processos em arranjos produtivos moveleiros. In Anais 4º Encontro do Estudos em Estratégia, Recife, PE, Brasil.
Bevir M. (2010). Democratic governance. Princeton University Press.
Bevir, M., & Rhodes, R. (2006). Governance stories. Routledge.
Blanco, I., Lowndes, V., & Pratchett, L. (2011). Policy networks and governance networks: towards greater conceptual clarity. Political Studies Review, 9(3), 297-308. https://doi.org/10.1111/j.1478-9302.2011.00239.x
Bourgeois, L. J., & Brodwin, D. R. (1984). Strategic implementation: five approaches to an elusive phenomenon. Strategic Management Journal, 5(3), 241-264. https://www.jstor.org/stable/2486279
Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: moving beyond traditional public administration and the new public management. Public Administration Review, 74(4), 445-456. https://www.jstor.org/stable/24029426
Buijze, A. (2013). The six faces of transparency. Utrecht Law Review, 9(3), 3-25. https://doi.org/10.18352/ulr.233
Casey, D. K., & Lawless, J. S. (2011). The parable of the poisoned pork: network governance and the 2008 Irish pork dioxin contamination. Regulation & Governance, 5(3), 333-349. https://doi.org/10.1111/j.1748-5991.2011.01113.x
Castells, M. (1999). A sociedade em rede (Vol. 1, A era da informação: economia, sociedade e cultura). Paz & Terra.
Chesbrough, H. W., & Appleyard, M. M. (2007). Open innovation and strategy. California Management Review, 50(1), 57-76. https://doi.org/10.2307/41166416
Child, J. (1972). Organizational structure, environment and performance: the role of strategic choice. Sociology, 6(1), 1-22. https://www.jstor.org/stable/42851133
Cristofoli, D., Douglas, S., Torfing, J., & Trivellato, B. (2021). Having it all: can collaborative governance be both legitimate and accountable? Public Management Review, 24(5), 702-728. https://doi.org/10.1080/14719037.2021.1960736
Das, T. K., & Teng, B. S. (2000). Instabilities of strategic alliances: an internal tensions perspective. Organization Science, 11(1), 77-101. https://www.jstor.org/stable/2640406
DeFillippi, R., & Sydow, J. (2016). Project networks: governance choices and paradoxical tensions. Project Management Journal, 47(5), 6-17. https://doi.org/10.1177/875697281604700502
Diriker, D., Porter, A. J., & Tuertscher, P. (2023). Orchestrating open innovation through punctuated openness: a process model of open organizing for tackling wicked multi-stakeholder problems. Organization Studies, 44(1), 135-157. https://doi.org/10.1177/01708406221094174
Dobusch, L., & Kapeller, J. (2018). Open strategy-making with crowds and communities: comparing Wikimedia and creative commons. Long Range Planning, 51(4), 561-579. https://doi.org/10.1016/j.lrp.2017.08.005
Dobusch, L., & Müller-Seitz, G. (2019). Closing for the benefit of openness? The case of Wikimedia’s open strategy process. Organization Studies, 40(3), 343-370. https://doi.org/10.1177/0170840617736930
Dyer, J. H., Singh, H., & Hesterly, W. S. (2018). The relational view revisited: a dynamic perspective on value creation and value capture. Strategic Management Journal, 39(12), 3140-3162. https://doi.org/10.1002/smj.2785
Elbanna, S., Andrews, R., & Pollanen, R. (2016). Strategic planning and implementation success in public service organizations: evidence from Canada. Public Management Review, 18(7), 1017-1042. https://doi.org/10.1080/14719037.2015.1051576
Emerson, K., Nabatchi, T., & Balogh, S. (2012). An integrative framework for collaborative governance. Journal of Public Administration Research and Theory, 22(1), 1-29. https://doi.org/10.1093/jopart/mur011
Gomide, A. D. A., & Couto, L. F. (2023). Public sector planning. In E. Lisboa, R. C. Gomes, & H. F. Martins (Eds.), The Brazilian way of doing public administration: Brazil with an “s”. Leeds: Emerald Publishing Limited.
Gundolf, K., & Jaouen, A. (2005). Patterns and coordination of collective action in small and very small business: the case of a tourist village in the Pyrenees. International Journal of Entrepreneurship and Small Business, 2(4), 392-403. https://doi.org/10.1504/IJESB.2005.007088
Gundolf, K., Jaouen, A., & Loup, S. (2006). Institutions locales et TPE dans le cas du tourisme. Revue Française de Gestion, 167(8), 141-155. https://doi.org/10.3166/rfg.167.141-156
Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82(5), 929-964. https://www.jstor.org/stable/2777807
Hansen, J. R., Pop, M., Skov, M. B., & George, B. (2022). A review of open strategy: bridging strategy and public management research. Public Management Review. https://doi.org/10.1080/14719037.2022.2116091
Harrison, T. M., & Sayogo, D. S. (2014). Transparency, participation, and accountability practices in open government: a comparative study. Government Information Quarterly, 31(4), 513-525. https://doi.org/10.1016/j.giq.2014.08.002
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309. https://doi.org/10.1016/j.lrp.2016.12.001
Head, B. W. (2019). Forty years of wicked problems literature: forging closer links to policy studies. Policy and Society, 38(2), 180-197. https://doi.org/10.1080/14494035.2018.1488797
Hrebiniak, L. G., & Joyce, W. F. (1984). Implementing Strategy. Macmillan.
Huxham, C., & Vangen, S. (2005). Managing to collaborate. Routledge.
Innes, J. E., & Booher, D. E. (2004). Reframing public participation: strategies for the 21st century. Planning Theory & Practice, 5(4), 419-436. https://doi.org/10.1080/1464935042000293170
Jarvenpaa, S. L., & Välikangas, L. (2016). From governance void to interactive governing behaviors in new research networks. Academy of Management Discoveries, 2(3), 226-246. https://doi.org/10.5465/amd.2014.0103
Lado, A. A., Dant, R. R., & Tekleab, A. G. (2008). Trust‐opportunism paradox, relationalism, and performance in interfirm relationships: evidence from the retail industry. Strategic Management Journal, 29(4), 401-423. https://doi.org/10.1002/smj.667
Luedicke, M. K., Husemann, K. C., Furnari, S., & Ladstaetter, F. (2017). Radically open strategizing: how the premium cola collective takes open strategy to the extreme. Long Range Planning, 50(3), 371-384. https://doi.org/10.1016/j.lrp.2016.07.001
Malhotra, A., Majchrzak, A., & Niemiec, R. M. (2017). Using public crowds for open strategy formulation: mitigating the risks of knowledge gaps. Long Range Planning, 50(3), 397-410. https://doi.org/10.1016/j.lrp.2016.06.004
Martins H. F., & Marini, C. (2014). Governança pública contemporânea: uma tentativa de dissecação conceitual. Revista do TCU, 130, 42-53. https://revista.tcu.gov.br/ojs/index.php/RTCU/article/view/40
Matus, C. (2005). Política, planejamento e governo. Instituto de Pesquisa Econômica Aplicada.
Meneghetti, F. K. (2011). O que é um ensaio-teórico? Revista de Administração Contemporânea, 15(2), 320-332. https://doi.org/10.1590/S1415-65552011000200010
Milagres, R. das M., Silva, S. A. G. da, & Rezende, O. (2019). Collaborative governance: the coordination of governance networks. Revista de Administração Faces, 18(3), 103-120. https://doi.org/10.21714/1984-6975FACES2019V18N3ART6846
Oswald, S. L., Mossholder, K. W., & Harris, S. G. (1994). Vision salience and strategic involvement: implications for psychological attachment to organization and job. Strategic Management Journal, 15(6), 477-489. https://doi.org/10.1002/smj.4250150605
Peters, B. G. (2018). The challenge of policy coordination. Policy Design and Practice, 1(1), 1-11. https://doi.org/10.1080/25741292.2018.1437946
Pittz, T. G., & Adler, T. (2016). An exemplar of open strategy: decision-making within multi-sector collaborations. Management Decision, 54(7), 1595-1614. https://doi.org/10.1108/MD-04-2015-0153
Provan, K. G., & Kenis, P. (2008). Modes of network governance: structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229-252. https://doi.org/10.1093/jopart/mum015
Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: a dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381-403. https://psycnet.apa.org/doi/10.5465/AMR.2011.59330958
Sørensen, E. & Torfing, J. (2007). Introduction governance networks research: towards a second generation. In E. Sorensen, & J. Torfing (Eds.), Theories of democratic network governance. Palgrave Macmillan.
Sørensen, E., & Torfing, J. (2009). Making governance networks effective and democratic through metagovernance. Public Administration, 87(2), 234-258. https://doi.org/10.1111/j.1467-9299.2009.01753.x
Sørensen, E., & Torfing, J. (2021). Accountable government through collaborative governance? Administrative Sciences, 11(4), 127. https://doi.org/10.3390/admsci11040127
Torfing, J. (2005). Governance network theory: towards a second generation. European Political Science, 4, 305-315. https://doi.org/10.1057/palgrave.eps.2210031
Torfing, J., Ferlie, E., Jukić, T., & Ongaro, E. (2021). A theoretical framework for studying the co-creation of innovative solutions and public value. Policy & Politics, 49(2), 189-209. https://doi.org/10.1332/030557321X16108172803520
Torfing, J., Sørensen, E., & Røiseland, A. (2019). Transforming the public sector into an arena for co-creation: Barriers, drivers, benefits, and ways forward. Administration & Society, 51(5), 795-825. https://doi.org/10.1177/0095399716680057
Úbeda-García, M., Claver-Cortés, E., Marco-Lajara, B., & Zaragoza-Sáez, P. (2020). Toward a dynamic construction of organizational ambidexterity: exploring the synergies between structural differentiation, organizational context, and interorganizational relations. Journal of Business Research, 112, 363-372. https://doi.org/10.1016/j.jbusres.2019.10.051
Westley, F. (1990). Middle managers and strategy: micro dynamics of inclusion. Strategic Management Journal, 11(5), 337-351. https://doi.org/10.1002/smj.4250110502
Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening strategy: evolution of a precarious profession. British Journal of Management, 22(3), 531-544. https://doi.org/10.1111/j.1467-8551.2011.00762.x
Yami, S. (2006). Fondements et perspectives des stratégies collectives. Revue Française de Gestion, 167(8), 91-104 https://doi.org/10.3166/rfg.167.91-104
Yami, S. D., Nicquevert, B., & Nordberg, M. (2006). Le consortium de recherche comme stratégie collective agglomérée: le cas de la “collaboration Atlas” au Cern. Finance Controle Stratégie, 9(3), 191-217. https://repec-crego.u-bourgogne.fr/images/stories/rev/093217.pdf
Yeaney, J. (2011). Democratizing the corporate strategy process at red hat. Management Innovation eXchange. https://www.managementexchange.com/story/democratizing-corporate-strategy-process-red-hat
Zhang, S., Li, N., & Li, J. (2017). Redefining relational rent. Technological Forecasting and Social Change, 117, 315-326. https://doi.org/10.1016/j.techfore.2016.10.072