Adaptação estratégica empresarial no varejo: um estudo de caso de uma loja de departamentos

Abstract

This work aimed to identify and describe a department store strategic adaptation process in the period from 1990 to 2001. The choice of that period was intentional because it contemplates the beginning and the end of a management model cycle in the analyzed company. The study also covers the changes occurred in the company and in the external market, especially regarding the retail business. The type of research adopted was the context-process research. In the investigation of the current research, the utilized approach was the case study, having as its analysis unit Pernambucanas Department Stores. The literature review was initially focused on the organization and its environment. It also made an incursion in the most important aspects of the managerial strategy, so as to subsequently present the strategic adaptation. In the case study discussion, considerations were made on the retail industry. The results of the research pointed to three important periods - 1990 to 1991, 1992 to 1997 and 1998 to 2001 - in which the most significant strategic adaptations took place, thus allowing the identification of: the level of strategic choice and environmental influence faced by the company; the deliberate or emergent strategies developed by the company; the generic strategies adopted by the company; and the type of organizational strategic adaptation chosen by the company. Finally, under the evaluation of those periods, by means of a summary chart a synthesis is presented on the strategic organizational behavior adopted by the company during the analyzed period.