Estratégias para a Transformação Digital do Varejo: um estudo de caso de uma grande rede de lojas de calçados
DOI:
https://doi.org/10.5585/2024.25705Palavras-chave:
estratégias deliberadas e emergentes, capacidades digitais, transformação digital, OKR (Objectives and Key Results)Resumo
Objetivo do estudo: Este artigo avaliou o processo de desenvolvimento de estratégias para a transformação digital de uma organização do varejo calçadista, durante a pandemia do COVID-19. Considera-se que as novas estratégias podem ter contribuído para o desenvolvimento de novas capacidades digitais.
Metodologia: Utilizou-se pesquisa qualitativa com o método de estudo de caso. Os dados foram coletados por meio de entrevistas e documentos, aplicando a análise de conteúdo com definição de categorias mistas.
Originalidade/Relevância: O artigo traz uma proposta de esquema interpretativo para entendimento dos processos e práticas de formulação e adoção de estratégias para a Transformação Digital.
Principais resultados: Os resultados da pesquisa demonstram que o enfrentamento da pandemia do COVID-19 contribuiu para uma mudança de posicionamento da organização e a adoção de novas estratégias (emergentes e deliberadas), novas capacidades e desenvolvimento da transformação digital.
Contribuições teóricas/metodológicas: o artigo contribui para endereçar potenciais lacunas do domínio específico da pesquisa da estratégia como prática por meio de um caso empírico em um contexto de crise e acelerada transformação digital.
Contribuições sociais para a gestão: A organização pesquisada promoveu mudanças estratégicas e com resultados econômicos expressivos, adotando novas metodologias, como o uso dos OKRs ao seu processo estratégico existente. Esta compreensão pode auxiliar negócios do varejo na aceleração da transformação digital como forma de enfrentar contingências.
Downloads
Referências
Abreu, P. G. F. (2006). Decision-making process and monitoring the competitive environment: A contribution in the light of the contingency approach and competitive intelligence [Master's Thesis]. Pontifical Catholic University of Minas Gerais.
Adomako, S., Amankwah-Amoah, J., Tarba, S. Y., & Khan, Z. (2021). Perceived corruption, business process digitization, and SMEs' degree of internationalization in sub-Saharan Africa. Journal of Business Research, 123, 196-207. https://doi.org/10.1016/j.jbusres.2020.09.065
Amankwah-Amoah, J., Khan, Z., Wood, G., & Knight, G. (2021). COVID-19 and digitalization: The great acceleration. Journal of
Business Research, 136, 602-611. https://doi.org/10.1016/j.jbusres.2021.08.011
Ansoff, H. I. (1965). Corporate strategy: An analytic approach to business policy for growth and expansion. McGraw-Hill.
Bardin, L. (2016). Content analysis (Revised and expanded edition). Editions 70 Brazil.
Bharadwaj, A., El Sawy, O. A., Pavlov, P. A., & Venkatraman, N. (2013). Digital Business Strategy: Toward a Next Generation of
Insight. MIS Quarterly, 27(2), 471-662. https://doi.org/10.25300/MISQ/2013/37:2.3
Borges Jr, A. A., & Luce, F. B. (2000). Emergent or deliberate strategies: A case study with the winners of ADVB's "Top de Marketing" award. Revista de Administração de Empresas - RAE, 40(3), 36-44. https://doi.org/10.1590/S0034-75902000000300005
Bradley, C., Hirt, M., Hudson, S., Northcote, N., & Smit, S. (2020). The great acceleration. McKinsey Quarterly, 1-7.
Bratianu, C., & Bejinaru, R. (2021). COVID-19-induced emergent knowledge strategies. Knowledge Process Management, 28, 11-17. https://doi.org/10.1002/kpm.1656
Bryman, A., & Bell, E. (2015). Business research methods. Oxford University Press.
Brynjolfsson, E., & Hitt, L. M. (2000). Beyond computation: Information technology, organizational transformation and business performance. Journal of Economic Perspectives, 14(4), 23-48. https://doi.org/10.1257/jep.14.4.23
Burisch, R., & Wohlgemuth, V. (2016). Blind spots of dynamic capabilities: A systems theoretic perspective. Journal of Innovation & Knowledge, 1(2), 109-116. https://doi.org/10.1016/j.jik.2016.01.015
Burns, T., & Stalker, G. M. (1961). The management of innovation. Tavistock.
Carvalho, R. B., Reis, A. M. P., Lareira, C. L. C., & Pinochet, L. H. C. (2021). Digital transformation: Challenges in forming a construct and scenarios for a research agenda. RAM - Revista de Administração Mackenzie, 22(6). https://doi.org/10.1590/1678-6971/eramd210400
Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press.
Collis, J., & Hussey, R. (2005). Management research: A practical guide for undergraduate and graduate students (2o ed). Bookman.
Company, M. &. (2019). Digital transformations in Brazil: Insights into the level of digital maturity of companies in the country.
Donaldson, L. (1987). Strategy and structural adjustment to regain fit and performance: In defense of contingency theory. Journal of Management Studies, 24(1), 1-24. https://doi.org/10.1111/j.1467-6486.1987.tb00444.x
Donaldson, L. (2007). Structural contingency theory. In S. R. Clegg (Org.), Handbook of organizational studies (Vol. 1). Atlas.
Donaldson, L. (2015). Structural contingency theory. In J. D. Wright (Org.), International Encyclopedia of the Social & Behavioral Sciences (2o ed, Vol. 23, pp. 609-614). Elsevier. https://doi.org/10.1016/B978-0-08-097086-8.73110-2
Duncan, R. B. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 313-327. https://doi.org/10.2307/2392145
Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532-550. https://doi.org/10.2307/258557
Fernandes, B. H. R., & Berton, L. H. (2005). Strategic management: From entrepreneurial competence to performance evaluation. Saraiva.
Fuld, L. M. (2003). The new competitor intelligence: The complete resource for finding, analyzing, and using information about your competitors. John Wiley & Sons.
Gassmann, O., & EnkeL, E. (2004). Towards a theory of open innovation: Three core process archetypes. Proceedings of The R&D Management Conference.
Ginsberg, A., & Venkatraman, N. (1985). Contingency perspectives of organizational strategy: A critical review of the empirical research. Academy of Management Review, 10(3), 421-434. https://doi.org/10.2307/258125
Godoy, A. S. (1995). Introduction to qualitative research and its possibilities. Revista de Administração de Empresas, 35(2), 57-63. https://doi.org/10.1590/S0034-75901995000200008
Goode, W., & Hatt, P. K. (1979). Methods in social research (C. Martuscelli Bori, Trad.). National.
Greenwood, H. (1973). Main methods of empirical social research. Paidos.
Hautz, J. (2017). Opening up the strategy process network perspective. Management Decision, 55(9), 1956-1983. https://doi.org/10.1108/MD-07-2016-0510
Jarzabkowski, P. (2003). Strategic Practices: An Activity Theory Perspective on Continuity and Change. Journal of Management Studies, 40(1), 23-55. https://doi.org/10.1111/1467-6486.t01-1-00003
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review, 1-25.
Kim, S., Choi, B., & Lew, Y. K. (2021). Where is the age of digitalization heading? The meaning, characteristics, and implications of contemporary digital transformation. Sustainability, 13. https://doi.org/10.3390/su13168909
Lawrence, P., & Lorsch, J. (1967). Organization and environment. Irwin.
Lozada, C. (2020). Coronavirus's great acceleration changes society.
Magistretti, S., Pham, C. T. A., & Dell'Era, C. (2021). Enlightening the dynamic capabilities of design thinking in fostering digital transformation. Industrial Marketing Management, 97, 59-70. https://doi.org/10.1016/j.indmarman.2021.06.014
Mariotto, F. L. (2003). Mobilizing emerging strategies. Revista de Administração de Empresas, 43(2), 78-93. https://doi.org/10.1590/S0034-75902003000200006
Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9), 934-948. https://doi.org/10.1287/mnsc.24.9.934
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2010). Strategy safari: A roadmap through the jungle of strategic planning (2o ed). Bookman.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257-272. https://doi.org/10.1002/smj.4250060306
Morgan, G. (2007). Images of the organization. Atlas.
Moura, G. B., & Saroli, L. G. (2021). Sustainable value chain management based on dynamic capabilities in small and medium-sized enterprises (SMEs). International Journal of Logistics Management, 32(1), 168-189. https://doi.org/10.1108/IJLM-01-2020-0044
Oliveira, E. S., Fernandes, N. C., Silvestre, J., Freitas, V., & Paula, V. A. F. (2022). Digital transformation and COVID-19: A multiple case study in micro and small food companies. Ibero-American Journal of Strategy, 21(2), e20953-e20953. https://doi.org/10.5585/riae.v21i2.20953
Otley, D. (2016). The contingency theory of management accounting and control (1980-2014). Management Accounting Research, 31, 45-62. https://doi.org/10.1016/j.mar.2016.02.001
Pennings, J. M. (1987). Structural contingency theory: A multivariate test. Organization Studies, 8(3), 223-240. https://doi.org/10.1177/017084068700800302
Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88.
Prado Júnior, S. T. (2003). Reflexos do desenvolvimento e da estrutura do campo da estratégia de negócios na diferenciação entre estratégias emergentes e estratégias deliberadas. Proceedings of the 27o ENANPAD Meeting.
Ritter, T., & Pedersen, L. C. T. (2020). Digitization capability and the digitization of business models in business-to-business firms: Past, present, and future. Industrial Marketing Management, 86, 180-190. https://doi.org/10.1016/j.indmarman.2019.11.019
Rosa, L. K., Decourt, R. F., & Vancin, D. F. (2023). Resilient performance in the face of economic crisis: Integrated model of conceptions and research strategy. Revista de Administração Mackenzie, 24(6), 1-31. https://doi.org/10.1590/1678-6971/eRAMD230001.pt
Salume, P. K., Barbosa, M. W., Pinto, M. R., & Sousa, P. R. (2021). Key dimensions of digital maturity: A study with companies in the retail sector in Brazil. RAM. Revista de Administração Mackenzie, 22. https://doi.org/10.1590/1678-6971/eramd210071
Selltiz, C., Jahoda, M., Deutsch, M., & Cook, S. W. (1965). Research Methods in Social Relations. Methuen.
Sia, S. K., Soa, C., & Weil, P. (2016). How DBS Bank Pursued a Digital Business Strategy. MIS Quarterly Executive, 105-121.
Soy, S. (1998). The Case Study as a Research Method.
Subramaniam, M. (2021). The 4 tiers of digital transformation. In Harvard Business Review. https://hbr.org/2021/09/the-4-tiers-of-digital-transformation
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.
Whittington, R. (2006). Completing the Practice Turn in Strategy Research. Organization Studies, 27(5), 613-634. https://doi.org/10.1177/0170840606064101
Woodward, J. (1958). Management and Technology. Her Majesty's Stationery Office.
Yan, Y. (2010). Dynamic fit: Multi-case study of structural contingency theory. Journal of Management Case Studies.
Yin, R. K. (2010). Case study (2o ed). Bookman.
Yin, R. K. (2018). Case study research and applications: Design and methods. Sage Publications.
Downloads
Publicado
Como Citar
Edição
Seção
Licença
Copyright (c) 2024 Diocelio Dornela Goulart, Rodrigo Baroni de Carvalho, João Paulo de Souza Castro, Liliane de Oliveira Guimarães, Bianka Alves Pinheiro de Assis Pereira
Este trabalho está licenciado sob uma licença Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
