Acceso usuarios
Manuel Francisco Suárez Barraza, María Isabel Huerta-Carvajal
A nova forma de trabalhar que a pandemia do COVID-19 trouxe para todas as empresas do mundo tem provocado um verdadeiro “turbilhão” de mudanças no tradicional status quode funcionamento de cada uma delas. Perante esse ambiente turbulento, diferentes organizações no mundo tiveram que mudar os seus modelos de negócios e práticas de gestão para enfrentar a ameaça da COVID-19. Decorrente desta realidade, importa estudar as mudanças efetuadas pelas organizações. Nesse contexto, o objetivo da presente pesquisa foi explorar e entender como certas empresas no mundo mudaram (ou pretendem) mudar os seus modelos de negócios e práticas de gestão para enfrentar a pandemia global. A metodologia usada foi de natureza qualitativa, tendo materializado em duas etapas cruciais: a análise documental exaustiva de 22 empresas ao redor do mundo; e entrevistas em profundidade semiestruturadas em todo o mundo, utilizando uma amostra teórica. Os resultados mais importantes foram a identificação de diferentes clusters(4 em específico) de mudanças nos modelos de negócios e práticas de gestão caraterísticas da pandemia de COVID-19. Por fim, a contribuição teórica do artigo decorre de 84% das práticas de gestão sustentadas pelo modelo de Mintzberg (2010) terem sido encontradas nos resultados da pesquisa.
The new way of working that the COVID-19 pandemic has brought to all companies in the world has been a true “whirlwind” of changes to the traditional status quo of operation of each one of them. Faced with this turbulent environment, different organizations in the world have had to change their business models and traditional management practices to face the threat of COVID-19. Derived from this reality, it is preponderant to study the changes made by organizations in the context of this global pandemic. Therefore, the purpose of the research is to explore and understand how certain companies in the world have changed (or intend to) change their models of business and management practices to face the global pandemic. The methodology was qualitative in two crucial strategies, the exhaustive documentary analysis in 22 companies around the world and semi-structured in-depth interviews in the entire world, using theoretical sample. The most importantfindings were the identification of different clusters (4 in specific) of changes in business models and management practices characteristic of the COVID-19 pandemic. Finally, the theoretical contribution of the article is because 84% of the management practices supported by the Mintzberg (2010) model were found in the data obtained in the research. The methodology was qualitative in two crucial strategies, the exhaustive documentary analysis in 22 companies around the world and semi-structured in-depth interviews in the entire world, using theoretical sample. The most important findings were the identification of different clusters (4 in specific) of changes in business models and management practices characteristic of the COVID-19 pandemic. Finally, the theoretical contribution of the article is because 84% of the management practices supported by the Mintzberg (2010) model were found in the data obtained in the research
