Principais mudanças organizacionais sob a ótica do colaborador de empresas adquiridas do setor de medicina diagnóstica pós processo de aquisição

• Ano de defesa: 2022
• Autor(a) principal: Silva, Cristina de Souza Reis
• Orientador(a): Schiesari, Laura Maria Cesar
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Empresas - Fusão e incorporação; Desenvolvimento organizacional; Saúde suplementar; Diagnostico de laboratório; Administração de pessoal; Fusões e aquisições; Mercado privado de saúde; Medicina diagnóstica; Mudança organizacional
• Palavras-chave em Inglês: Merges and acquisitions; Health privity market; Diagnostic medicine; Organizational changes
• Link de acesso: https://hdl.handle.net/10438/32839

In recent decades, processes involving mergers and acquisitions (M&A) have intensified in organizations of all sectors, segments, nationalities and sizes, in an attempt to increase their competitiveness, as well as their bargaining power. In recent years this phenomenon has reached the health sector, having doubled in the last year, fostered by growing foreign investment in a market in great movement, especially the diagnostic medicine sector. The present research aims to identify the main organizational changes from the perspective of the employee of a company acquired from the Diagnostic Medicine sector after the acquisition process. This is a qualitative, descriptive study. Following the nature of the method, the case study approach was chosen. A bibliographic survey was carried out on the subject using the following keywords: Mergers and Acquisitions, Private Health Market, Diagnostic Medicine, Organizational Change, in addition to the scientific bases, articles from newspapers and magazines were collected. For the characterization of the case, data from the studied organization available on the internet were collected. A specific questionnaire was developed to be answered by the workers of the company studied, addressing aspects related to the context of the acquisition, management model, culture and organizational changes.) The research data showed that non-management employees belonging to the administrative sectors hired prior to the acquisition process were the most impacted, evaluating the organizational changes and their consequences after the Acquirer's entry as bad, triggering a deconstruction of organizational stability, alliances and pacts. existing informal relationships among leaders, sectors and peers, causing frustration, disbelief and reduced levels of engagement and loyalty to the company or engagement in the face of the new organizational structure. The analysis of the results revealed that the increase in the levels of conflict, the reduction of the search for consensus, combined with the shift to a highly result-oriented environment, with low tolerance for errors and exacerbated by a radical change from the paternalistic to bureaucratic and centralizing, were key factors for the construction of this unfavorable scenario, migrating from a friendly and harmonious climate to a stressful and conflicting organizational climate. The results obtained in this research reinforce the findings of the literature on the importance of managing organizational culture in change processes arising from mergers and acquisitions, as well as the need for a strategic plan to better manage organizational changes and reduce cultural shock, including, therefore, as key factors for the success of M&A operations.