Middle manager roles in strategy implementation facing uncertainty environment: case study in a banking institution

Ana Carolina Andrade Amorim Melo; Felipe Kopp Leite; Rosalia Aldraci Barbosa Lavarda

doi:10.5585/2024.25199

Autores/as

Ana Carolina Andrade Amorim Melo Universidade Federal de Santa Catarina (UFSC) / Florianópolis, Santa Catarina – Brasil https://orcid.org/0009-0007-3490-850X
Felipe Kopp Leite Universidade Federal de Santa Catarina (UFSC) / Florianópolis, Santa Catarina – Brasil https://orcid.org/0000-0003-0150-406X
Rosalia Aldraci Barbosa Lavarda Universidade Federal de Santa Catarina (UFSC) / Florianópolis, Santa Catarina – Brasil https://orcid.org/0000-0002-1093-4486

DOI:

https://doi.org/10.5585/2024.25199

Palabras clave:

estrategia como práctica, modelo medio-arriba-abajo, entorno dinámico, investigación cualitativa

Resumen

Objetivos del estudio: Entender cómo los middle managers desempeñan su papel en la implementación de la estrategia en un entorno turbulento.

Metodología/enfoque: Estudio de caso en la Superintendencia de una Institución Bancaria de gran tamaño. Recolección de datos a través de entrevistas, análisis de documentos y observación directa.

Originalidad/relevancia: Desde los roles del middle manager (MM) en la implementación de la estrategia, la pandemia del covid-19 provocó cambios en el escenario macro y micro, exigiendo revisitar los conceptos clásicos sobre el mando medio, aportando una nueva mirada a posibles cambios en su desempeño.

Principales resultados: Notamos el predominio de la gestión estratégica top-down en la superintendencia de la institución financiera analizada, en la que los MM juegan un papel fundamental a través de la operacionalización de prácticas como proponer nuevas acciones y transmitir información con insights a la alta dirección, facilitando la adaptación del proceso y implementación de estrategias deliberadas en medio del período de turbulencia ambiental derivada de la pandemia de Covid-19. Este rol evitó pérdidas importantes en las actividades realizadas por la institución financiera, además de permitir un proceso de toma de decisiones integrado debido al rol articulador del MM.

Aportes académicos: Además de la importancia del mando medio como articulador de estrategias, destacamos la comunicación como un elemento teórico que no fue incluido en la literatura sobre los roles del mando medio y que surgió de los datos, mostrando que la comunicación está entrelazada en el proceso de implementación de la estrategia, siendo una contribución potencial al modelo de Floyd y Wooldridge (1992).

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Biografía del autor/a

Ana Carolina Andrade Amorim Melo, Universidade Federal de Santa Catarina (UFSC) / Florianópolis, Santa Catarina – Brasil

Bacharela em Administração. Universidade Federal de Santa Catarina (UFSC). Florianópolis, Santa Catarina – Brasil

Felipe Kopp Leite, Universidade Federal de Santa Catarina (UFSC) / Florianópolis, Santa Catarina – Brasil

Mestre em Administração. Universidade Federal de Santa Catarina (UFSC). Florianópolis, Santa Catarina – Brasil

Rosalia Aldraci Barbosa Lavarda, Universidade Federal de Santa Catarina (UFSC) / Florianópolis, Santa Catarina – Brasil

Doutora em Administração. Universidade Federal de Santa Catarina (UFSC). Florianópolis, Santa Catarina – Brasil

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