Relações entre estrutura e estratégia de RSC com capacidades dinâmicas: uma proposta de Framework

• Ano de defesa: 2018
• Autor(a) principal: Machado, Emanuelly Comoretto
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Santa Maria; Brasil; Administração; UFSM; Programa de Pós-Graduação em Administração; Centro de Ciências Sociais e Humanas
• Palavras-chave em Português: Estrutura de RSC; Estratégia de RSC; Capacidades dinâmicas; RSC dinâmica; Structure of CSR; CSR strategy; Dynamic capabilities; CSR dynamics; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://repositorio.ufsm.br/handle/1/16053

This study was developed with the purpose identify the relationships between the Structure and Strategy of Corporate Social Responsibility (CSR) and Dynamic Capabilities. In order to achieve the general objective, it was initially sought to analyze the stakeholder management of the organizations investigated. Next, we tried to identify CSR practices and classify them as reactive and proactive. After that, we tried to verify in which phase level of the CSR structure the organizations investigated were using the model proposed by Maon, Lindgreen and Swaen (2010). Finally, we sought to understand the CSR strategy used by the investigated organizations and based on the literature proposed by Sirsly and Lamertz (2008). For that, an exploratory-descriptive research, of a qualitative nature, was carried out through a case study with multiple units of analysis. Three organizations located in the states of Santa Catarina and Rio Grande do Sul participated in this study. Data collection was analyzed through the websites of the organizations and interviews with the main collaborators responsible for the Corporate Social Responsibility area of the organizations. protocol in the light of the models used. Afterwards, the data were analyzed following the content analysis proposed by Bardin (2011). With regard to the results found, it is important to note that Alfa, because it presents characteristics of the Strategic Stage, develops the Ability to Learn. The Beta because it is in a stage that is considered to be a Transition Stage of Care has the Interaction Capacity already well defined, but due to its particularities, it begins to present relative characteristics of the Ability to Learn. Finally, the Gama for being in a stage of greater evolution and manifesting attributes of both the Strategic Stage and the Transformation Stage can already develop both the Ability to Learn and the Ability to Change. Therefore, through the application of the proposed model it is possible to conclude that not necessarily an organization needs to present characteristics only of a stage or a capacity, it can present characteristics of two or more stages as well as being in a phase of transition between capacities and characteristics of more than one capacity. Therefore, Dynamic Capacities of CSR or as it was denominated in this study CSR Dynamics is necessary when an organization goes through a process of maturing of the CSR issues and passes from one stage to another. Also, even finding and classifying the CSR practices / actions of organizations, it is verified that no organization is totally proactive, otherwise there would be no need for learning to develop dynamic capacities to establish relationships with society. In general, the theoretical approaches that served as foundations for the development of this research, together with the empirical findings found, contributed to both the academic context and the business context.