Fatores que influenciam a relacão entre a resistência às mudanças organizacionais e o desempenho das unidades de negócios de uma instituição financeira

• Ano de defesa: 2018
• Autor(a) principal: Eugênio, Anderson Roberto
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Positivo; Brasil; Pós-Graduação; Programa de Pós-Graduação em Administração; UP
• Palavras-chave em Português: Administração; Bancos; Instituições financeiras; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/1925

The purpose of this research was to analyze the relationship between the factors of resistance to change and the performance of the business units of a financial institution. The study was sedimented in three constructs. The first construct presents the Corporate Strategy and its ability to generate competitive advantage, as presented by Porter (1996), Mintzberg (2010), Prahalad and Hamel (2006) and Barney (2011). The second construct addresses the concepts of Organizational Change presented by Morgan (2006), Piderit (2000) and Pietri (1991). The third construct approaches the concepts of Resistance to Change presented by Kurt Lewin (1947), Almada (2016), Hernandes and Caldas (2001) and Bortolotti (2010). The research is justified by the scarcity of scientific work on resistance to change in financial institutions. As a research methodology, a quantitative study was used, by sending a questionnaire to the general managers of the business units specialized in legal services (medium and large companies) of the investigated financial institution. The responses of 65 questionnaires (97% of the population) were considered. For data analysis, descriptive statistics and correlation and significance analyzes were used. The main contribution of this research is the organization of a theoretical reference, in a single research, from the definition of the strategy to the execution of the business, starting with the approaches on the corporate strategy, passing through the strategic processes, presenting the inducers of organizational changes, factors of resistance to change, and also the adaptation of the research questionnaire to the dimensioning of resistance to change and its application in a financial institution. From the questionnaire adapted in this research, it is possible to measure the resistance to change, by the Factors of Acceptance, Resistance and Indifference, and the second order factor, here called Factor Resistance to Change, for each position or function. The first hypothesis was rejected, on the existence of a negative correlation between the factors of resistance to change and performance. Nevertheless, when segregated by positions, a correlation was observed between the Change Resistance Factor of the relationship manager position and the performance. The second hypothesis was confirmed, that the resistance factors to change of positions are similar among all Business Units. It was also observed that the factors of resistance to change of the General Manager are more associated to a low resistance, especially the score of the variables where they aim for greater detail of the information about the changes. The factors of Relationship Managers are more associated with an average resistance to change, especially the variables that question some aspects of the changes. As for Business Assistants it has been observed they are more associated with a low resistance to change. Additionally, after performance-ordered and grouped by quartiles, the distinctions in the score of the resistance factors to change in the group with the worst performance were analyzed and evidenced. For future research, we suggest increasing the population surveyed and correlating the factors of resistance to change by position or hierarchical function to a greater number of performance indicators of the organization or company focus of the research.