Trajetória de crescimento no Sistema de Crédito Cooperativo SICREDI : autoperpetuação e autodestruição

AUTOR(ES)

Carlos Roberto Grohs

FONTE

IBICT - Instituto Brasileiro de Informação em Ciência e Tecnologia

DATA DE PUBLICAÇÃO

2011

RESUMO

This Research has the objective of describing the growth trajectory and to identify indicators for the self-perpetuation or self-destruction noticed in the Credit Cooperative System ¿ SICREDI, which is now in 10 states in Brazil, with its headquarters in Porto Alegre, RIO GRANDE DO SUL State, from 1980 up to 2010, from its strategic decisions. For this reason, the Research used case studies with a longitudinal and historical scope. The primary data were collected through open interviews with the main leaders of the company. The secondary data came mainly from the testimony of the main characters and leaders in SICREDI¿S trajectory and also from documents like books, reports and magazines, among others. Sicredi¿s growth trajectory was organized in 2 main phases which had different moments and stages throughout its history. After defining the phases, the main responses of the organization according to the proposed model by Fleck (2009) were analyzed and classified, with the objective of demonstrating the main evidences of the organizational challenges in each of the phases analyzed. The company was also analyzed towards its behaviour in the 5 organizational challenges: entrepreneurship, navigation in a dynamic environment, diversity management, human resources management and complexity (FLECK, 2009). It was concluded that SICREDI developed the renewal of its organizational growth, its integrity and production of spare to promote a path for a healthy longevity, in other words, of its selfperpetuation, identified by their constant quest for organizational growth through vertical and horizontal integration, overcoming regulatory and entrepreneurialism, leadership and vision shown by their leaders.

ASSUNTO(S)

sistemas de crédito organizational growth self-perpetuation and selfdestruction ambiente organizacional credit unions strategy cooperativas de credito

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