A reinvenção estratégica de artefatos de rotina pelos gestores de agência bancária digital em Curitiba, PR

• Ano de defesa: 2020
• Autor(a) principal: Paul, Fábio de Gonzaga
• 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 - Serviços ao cliente; Planejamento empresarial; Capacidade executiva; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/1969

The innovations of the Fourth Industrial Revolution ‒ the Digital one ‒ have been reaching financial institutions. This study examines how this process has worked: the reinvention process of the digital service model in two bank branches of the financial Institution CIFRÃO $, between 2015 and 2019, in Curitiba, PR. The research focussed on the routine digital artefacts in contrast with the corresponding ones of the traditional branches. The case study was adopted with qualitative approach and with exploratory-descriptive purpose. Primary data were collected through interviews with managers who experienced this process. The results showed strategic aspects of the changes created in the new model of digital service, as well as the actions and reactions of the interviewees in the development of this model. Secondary data were collected in documents, reports and digital prints from Institution $. Such information and data were interpreted, in order to offer evidence of their content, including what is latent, plausibly inferred. In analyzing the content of both data, the NVivo 12 Plus software was applied inductively to establish categories, the basis for examining the interviews against specific objectives. By triangulating all information with the theoretical foundation, as well as primary and secondary data, it was possible to verify that the specific and general objectives had been reached. Such results demonstrated the managers awareness regarding the innovative character of the activities they undertook. These agents reacted to the necessities that emerged, creating or reinventing the artefacts and routines, both digital, substituting the previous ones, done manually, such as internal rules “reinvented” to discipline that digital model; the remote customer service; the expansion of the service from 6 to 14 hours a day; the “chatbot” (conversation with robot) to resolve doubts automatically; the “omnichannel” ‒ integrating several means of connection, and others. The study shows both the expansion of the digital work model in banking branches and the reduction of the number of traditional banking branches.