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Previous issue date: 2012-08-27 === The Balanced Scorecard (BSC) is a widely adopted methodology for measuring and monitoring
the implementation of organizational strategy. However, some authors are critical to the strategic
maps derived from the BSC due to: (i) the relationship of causes and effects are one-way, (ii) the
model is static and does not express the temporality, and (iii) the fact that its indicators capture
only past facts. Given that actors, resources, and processes interact in a scenario for the execution
of a strategic plan, it seems to be an interesting idea to apply modeling and simulation techniques
to understand this dynamics. Complementarily, the great uncertainty of the variables involved in
this scenario works as a strong driver to the adoption of qualitative representations instead of a
precise numerical model. Thus, the Qualitative Modeling technique is studied in this research,
exploring the variables values represented by intervals and distinct points in their respective domains.
Two qualitative models were built, one related to the scenarios for strategic planning and
other for representing the strategic map of an organization. Simulations on the models were conducted
in order to enable: (i) a conceptual study of the relations between the components of the
plan, showing how modeling and qualitative simulations can help in maintaining their alignment;
(ii) the anticipation by the strategic level of the organization of problems arising from assumptions
about the values of variables; and (iii) promoting organizational learning from the sensemaking
process triggered by the analysis of the simulation results. A case study was carried out
on the institutional strategic planning from the Brazilian General Attorney in order to enlighten
the benefits from the proposed approach. === O Balanced Scorecard (BSC) ?? uma metodologia amplamente adotada para medir e monitorar a
implementa????o da estrat??gia organizacional. No entanto, alguns autores s??o cr??ticos quanto aos
mapas estrat??gicos oriundos do BSC por conta: (i) das rela????es de causa e efeito serem unidirecionais,
(ii) de o modelo ser est??tico e n??o expressar temporalidade, e (iii) de seus indicadores de
captarem apenas o passado. Visto que em um cen??rio de execu????o de um plano estrat??gico interagem
atores, recursos e processos, a ideia de se aplicar t??cnicas de modelagem e simula????o para
se entender essa din??mica ?? atrativa. A grande incerteza das vari??veis envolvidas neste cen??rio
funciona como um forte incentivo para a ado????o de representa????es qualitativas em vez de um
modelo num??rico preciso. Assim, a t??cnica Modelagem Qualitativa foi ?? estudado nesta pesquisa,
explorando os valores das vari??veis representadas por intervalos e pontos distintos em seus respectivos
dom??nios. Dois modelos qualitativos foram constru??dos, um relacionado com os cen??rios
de planejamento estrat??gico e outro para representar o mapa estrat??gico de uma organiza????o. Simula????es
sobre os modelos foram conduzidas a fim de permitir: (i) a combina????o de uma reflex??o
concetual sobre as rela????es entre os componentes do plano, mostrando como a modelagem e
simula????es qualitativos podem ajudar na manuten????o do seu alinhamento; (ii) que o n??vel estrat??gico
da organiza????o antecipe problemas decorrentes de suposi????es sobre os valores das vari??veis;
e (iii) a aprendizagem organizacional do processo de tomada de sentido desencadeada pela an??lise
dos resultados da simula????o. Um estudo de caso foi realizado no planejamento estrat??gico institucional
do Minist??rio P??blico Federal, a fim de se evidenciar os benef??cios da abordagem proposta.
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