O impacto da mudança de controle acionário na racionalidade e no trabalho : estudo de caso na EMBRATEL

• Ano de defesa: 2003
• Autor(a) principal: Faillace, Paulo César Machado
• Orientador(a): Vieira, Marcelo Milano Falcão
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Racionalidade; Empresa pública; Empresa privada; Decisão; Privatização; EMBRATEL; Organização e gerência
• Palavras-chave em Inglês: Rationality; Public company; Private company; Decision; Privatization
• Link de acesso: http://hdl.handle.net/10438/3966

This research aims to analyze the impact of the share-holding control change, in face of the privatization process occurred during President Cardoso's Govemment, on the rationality of a telecommunication company, according to the perception of the directors, managers and employees. The existence of a different rationality for a public company and for a private company is discussed and its features are presented. Two groups of indicators are defined, each one referring to one type of rationality. It is also discussed the existence of a period in which the two types of rationality were present, limited to the two or three years before the privatization. It is the case of the Brazilian telecommunication company Embratel, which was based on two pillars: analysis of official public documents and field research. The document analysis was based on the Company Annual Reports, from 1967, two years from the Company foundation, until 2002. Those secondary data were compared with the primary data obtained from the semistructured interviews with directors, involved in the decision making process, managers and employees. Directors from each period were selected. For managers and employees, only the ones working for the Embratel before 1995 were considered in order to ensure that everyone in the sample group were working for the Company during the three periods. The data extracted from the documents and collected during the interviews permit to conclude that two different types of rationality can be characterized: the one of a public company and the one of a private company. Those types match with the periods of Embratel as a state-owned company and after the privatization process, respectively. All gathered data were not enough to lead to the conclusion about the transition period. Some indications about a possible impact of the privatization process upon the way the employees do their daily activities are also pointed out.