The Strategic Adaptation in the Construction Industry - A Case Study in the Town of Passo Fundo

Carlos Ricardo Rossetto1, Edson Salvador2 & Rodrigo B. de Mello3

1Doctor in Production Engeneering. Professor at the University of Vale do Itajaí (SC) and Associate Professor for Postgraduate Programs in Production Engeneering and Management at the Federal University of Santa Catarina, Brazil. e-mail: rossetto@big.univali.br
2Master in Administration. Professor at the University of Passo Fundo (RS), Departament of Economics and Management. Phone +55 54 3131988/99811988; salvador@upf.tche.br
3Doctor in Production Engeneering. Professor at the University of Vale do Itajaí (SC), Brazil. E-mail: rmello@big.univali.br

Abstract

Through a case study this paper describes how a company from the Building Industry, located in Passo Fundo, Rio Grande do Sul, Southern Brazil, strategically adapted the perception of its dominant coalition. The study was developed through a qualitative research, using Pettigrew’s (1987) methodology and the three strategic dimensions: context, content and process. Besides the qualitative character (Trivinõs 1992) and the contextual analysis (Pettigrew 1987), the longitudinal and historical vision were also used (Kimberly 1976; Salama 1992). Due to the methodology adopted, our concern was not to generalize, in a statistical sense, the results of this study. What we aimed at was to present elements to aid in the explanation of the strategic adaptation process of the analyzed organization.

Keywords

Strategic Adaptation. Civil Construction. Strategic Change

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Reference

Rossetto, C.R. , Salvador, E. & Mello, R.B.D. 2002, 'The Strategic Adaptation in the Construction Industry - A Case Study in the Town of Passo Fundo' 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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