Analysis of Strategic Change from the Perspective of Coevolution: a study in an organization of the brazilian electricity sector

• Published in: Sociedade, contabilidade e gestão Vol. 8; no. 2; pp. 106 - 126
• Main Authors: Cláudia Fabiana Gohr, Luciano Costa Santos
• Format: Journal Article
• Language: Portuguese
• Published: Universidade Federal do Rio de Janeiro 01.08.2013
• Subjects: Brazilian Electricity Sector; Coevolutionary Theory; Strategic Change
• ISSN: 1982-7342

Strategic change has been a subject in evidence in organizational studies. In recent years, the concept of strategy has evolved from a purely static to a more dynamic point of view, renewing the research agenda on this subject. Thus, this article aims to analyze the strategic change that occurred in a state-owned Brazilian Electric Sector (SEB), using for that, the theory of coevolution as a conceptual framework. Most research about processes of change focuses on private organizations. Therefore, the analysis of strategic change in a state-owned company reveals peculiarities that are not usually addressed in the literature. Furthermore, the theory of coevolution, unlike other theories of analysis, adopts an integrated view on the issue of adaptation of organizations in relation to their environment, thus broadening the understanding of the phenomenon of strategic change. The research was characterized as a case study descriptive and longitudinal. Data were collected through semi-structured interviews, direct observation and document analysis. The results showed that the change in the company occurred in a coevolutionary process involving the competitive dynamics of the sector and institutional system in which organizations and industries interact with each other. The theory of coevolution demonstrated its potential to show results that would normally be withheld if it was adopted a narrower perspective of analysis.