The Influence of Revolutionary and Evolutionary Strategic Changes According to Tushman and Romanellis Model in the Construction Sector

Carlos Ricardo Rossetto1, Adriana M. Rossetto2 & Rodrigo B. de Mello3

1Doctor in Production Engineering. Professor at the University of Vale do Itajaí (SC) and Associate Professor for Postgraduate Programs in Production Engineering and Management at the Federal University of Santa Catarina, Brazil. E-mail: rossetto@upf.tche.br
2Master in Civil Engeneering. Doctoral candidate in Production Engineering at the Federal University of Santa Catarina, Brazil. Professor at the University of Passo Fundo (RS), Civil Engineering Department. E-mail: arossetto@upf.tche.br
3Doctor in Production Engineering. Professor at the University of Vale do Itajaí (SC), Brazil. E-mail: rmello@big.univali.br

Abstract

The objective of this paper is to discuss strategic changes in construction companies according to the model of Tushman and Romanelli (1985). A multi-case study was developed, in which it could be observed that most of the time, the process is incremental, punctuated by revolutionary changes, caused mainly by the federal government's economic plans. Based on the history of the companies, and on a number of critical events the strategic periods of each company was described, using both Miles and Huberman’s (1984) and also Mintzberg and McHugh’s (1985) throug methodologies. This aim of this research study was to explain how companies in the Building Industry formulate their strategies.

Keywords

Construction Sector, Strategic Changes, Qualitative Method

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Reference

Rossetto, C.R. , Rossetto, A.M. & Mello, R.B.D. 2002, 'The Influence of Revolutionary and Evolutionary Strategic Changes According to Tushman and Romanellis Model in the Construction Sector' In:, Formoso, C.T. & Ballard, G., 10th Annual Conference of the International Group for Lean Construction. Gramado, Brazil, 6-8 Aug 2002.

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