Práticas estratégicas utilizadas por empresas de médio porte brasileiras: um estudo multicasos de incorporadoras imobiliárias da região de Londrina (PR)

Abstract

There is lack of investigative studies about the specificities of the medium-sized company strategic behavior. Assuming that different sizes implies different characteristics and therefore different results, this study proceeds to the generation of some substantive propositions about the strategic practices carried out by mid-sized businesses. Historically, the medium-sized organization has been analyzed in the light of theories developed for the analysis of large or small organizations. Strategy field theoretical approaches have been supported predominantly on cases of large organizations and, on the other hand, small organizations predominate as the object of study in entrepreneurship field. This study proposes to investigate how firms respond strategically to the main internal and environmental events they experience over time. To do so, we discuss the strategic practices of three real estate developers headed in Londrina (PR), selected according to criteria defined in the research. Methodologically it is used a qualitative approach, based on a multi-case study. Data were collected through semi-structured interviews and various secondary sources such as news from the local press, company documents and videos. The analyses were performed in two stages, intra-case and inter-case. At first, we tried to get familiar with the cases and then raise standards and idiosyncrasies. Both the analyses were made chronologically, considering strategic periods identified in the biography of companies. In sequence, the results were discussed on the basis of the theoretical framework, establishing relations between the analysis and the propositions previously inferred. The results supported the propositions. Among the main findings we highlight the substantiality of the role played by the owner-manager in the management of both business and functional strategies. This and other characteristics inherited of small size generate a style of conduct by which the company tends to remain in the mid-size, linking up its success to practices that seem to be peculiar to the state in which it lies. Among the key practices, it can be posted up: establishing partnerships with other companies; centralization of immediate coordination of several routines in the figure of the founder or family member; formation of management teams consisting of family members; development of business niches; development of differentiated products; fundraising with investors. Finally, it is concluded that the strategic practices utilized by medium enterprises come from elements related to the size and therefore justify specificities on the way the companies behave strategically. Proposing and discussing a set of propositions the study contributes to the understanding of how businesses are conducted and sustained. The chronological analyzes also make it possible to understand the relation between internal and external circumstances and strategic practices.