Responsabilidade socioambiental no processo de adaptação estratégica de uma empresa do setor frigorífico de Santa Catarina

AUTOR(ES)
FONTE

IBICT - Instituto Brasileiro de Informação em Ciência e Tecnologia

DATA DE PUBLICAÇÃO

13/12/2010

RESUMO

Organizations are experiencing a new model of society that is demanding new operating principles in relation to humans and the environment. This movement requires a greater concern, on the part of companies, with the environment around the organization, and a respect for the social and environmental variables. Nowadays, social and environmental issues must be part of the strategic planning of industries. Due to a need to widen knowledge about this subject, this study seeks to understand the process of change and strategic adaptation, focusing on the social and environmental responsibility of a meat processing plant in the State of Santa Catarina - The Case of the Cooperativa Central Oeste Catarinense Aurora a Cooperative in the Central West of Santa Catarina. This study was characterized as descriptive, focusing on a single case study, and it was carried out by means of a longitudinal study, enabling the entire history of the company to be analysed at different times and in different situations, under different periods and conditions, referred to as "times", which transmit the processes in which the changes occurred. The model of Pettigrew (1987) was used in this analysis, an approach that investigates the changing landscape in three dimensions: process, content and context. Primary data were gathered by means of interviews and secondary data from organizational documents, activity reports, websites, and other secondary sources. The choice of the participants was intentional, seeking to include as many employees with decision-making power as possible, and with the longest length of service in the company, as well as representatives of the community and municipal government. In the analysis of the data collected, all the major events in each "time" were studied based on theoretical works that link environmental management and strategic fit, in terms of social responsibility, according to the model proposed by Schwartz and Carroll (2003). The study demonstrates that the company has gone through four major "times" in its process of strategic adaptation: "Time" I, from 1969 to 1981, with the founding of the Cooperative and the purchase of new meat processing plants; "Time" II, from 1982 to 1992, when the company bought more units and focused on improving the quality of its partnerships with its business chain; "Time" III, from 1993 to 2003, when the company began to focus on reducing the environmental and social impacts of its entire supply chain, and; "Time" IV, from 2004 to 2010, when the company developed in its environmental and social actions in all the units, and formalized all the investments in its strategic plan. It is concluded that the changes the company underwent, in the times" analysed, were linked to the perspectives of the management, in a continuous learning process, and a clear understanding of the whole complexity surrounding the social and environmental variables. Thus, it was perceived that as the company evolved in its social and environmental thinking, so too did the actions of adjustment, conduct and direction of the organization

ASSUNTO(S)

adaptação estratégica gestão socioambiental setor de alimentos administracao planejamento empresarial strategic adaptation social and environmental management meat processing sector

ACESSO AO ARTIGO

Documentos Relacionados