O Caso Nissan: superação da antinomia liderança versus burocracia?

• Main Authors: Daniel Lins, Milka Alves Correia
• Format: Article
• Language: English
• Published: Escola Superior de Propaganda e Marketing - ESPM 2008-03-01
• Series: Internext: Revista Eletrônica de Negócios Internacionais
• Subjects: modelo analítico; multidimensionalidade; análise organizacional; analytical model; ideal types; multidimensionality; organizational analysis
• Online Access: https://internext.espm.br/internext/article/view/66

This article presents the results of a study about the Nissan’s succession process, which happened after the transference of shareholding control from the Japanese company to the French Renault and that appointed Brazilian executive Carlos Ghosn as Nissan’s CEO. Having personal characteristics which distinguish him as a charismatic leader, the Brazilian executive had the challenger of rescuing Nissan from a nearly bankrupt. For characterization and analysis of the Brazilian executive and Nissan, it was applied the analytical model multidimensional-reflexivo of Alves (2003), which is founded on Max Weber’s typology ofsocial action and ideal types of domination. Comparing Carlos Ghosn´s management with his predecessor, the Japanese Y. Kume, it was possible to conclude, based on the analytical instrument used, that the antinomy between leadership and bureaucracy happens in ideal types theory, however, in practice, these two concepts can be visualized as non–opposed.