Ementa
Institucionalismo sociológico. Atores Sociais. Sistema Interinstitucional. Fundamentos Culturais e Materiais das Instituições. Práticas, Estruturas, Sentido. Alternativas de Construção Social. Mecanismos de Promoção de Sentido. Legitimidade. Estratégia como Prática. Governança.
Objetivo acadêmico geral
O propósito da disciplina é o desenvolvimento de competências associadas à compreensão das operações e da cadeia de suprimentos sob a perspectiva de redes organizacionais. Nesse sentido, a proposta baseia-se na leitura, apresentação e discussão de textos afeitos à investigação de redes de operações e cadeias de suprimentos, segundo abordagens orientadas para o entendimento em termos de indicadores estruturais e resultado de negócio.
Bibliografia
Brown, A.D., Colville, I., Pye, A. (2015) Making Sense of Sensemaking in Organization Studies. Organization Studies, Vol. 36(2) 265–277
Friedland, R. e Alford, R. 1991. Bringing Society Back In: Symbols, practices, and institutional contradictions. In W. W. Powell and P. J. DiMaggio (eds.) The New Institutionalism in organizational analysis. Chicago: University of Chicago Press
Hinings, B. C. R., Logue, D., Zietsma, C. (2017) Fields, institutional infrastructure and governance. In R. Greenwood, C. Oliver, T. B. Lawrence,&R. Meyer (Eds.). The SAGE handbook of organizational institutionalism. 2. ed. London, Thousand Oaks, CA&New Dehli: Sage Publications, p. 163-189.
Lounsbury, M.&Crumley, E.T. (2007) New Practice Creation: An Institutional Perspective on Innovation. Organization Studies, 28(07): 993–1012
Ocasio, W.,&Radoynovska, N. (2016) Strategy and commitments to institutional logics: organizational heterogeneity in business models and governance. Strategic Organization, v. 14, n. 4, p. 287-309.
Smets, M., Aristidou, A., e Whittington, R. Towards a Practice-Driven Institutionalism. In:The SAGE Handbook of Organizational Institutionalism, Chapter 14.
Thornton, P.H., Ocasio, W.,&Lounsbury, M. (2012) Dynamics of Organizational Practices and Identities. In P.H. Thornton, W. Ocasio,&M. Lounsbury (Eds.). The Institutional Logics Perspective: A New Approach to Culture, Structure and Process. Oxford Scholarship Online, ch. 6.
Thornton, P.H.,&Ocasio, W. Institutional Logics. In , C. Oliver, R. Greenwood, R. Suddaby (eds.) The Sage Handbook of Organizational Institutionalism, London: Sage, 2008
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634.
Bibliografia Complementar
Abolafia, M. Y. (2010). Narrative construction as sensemaking: How a central bank thinks. Organization tudies, 31, 349–367.
Greenwood, R. , Raynard, M., Kodeih, F., Micelotta, E. R. e Lounsbury, M. (2011). Institutional Complexity and Organizational Responses, The Academy of Management Annals, 5:1, 317-371
Haveman, H. A. e Gualtieri, G. (2017). Institutional Logics. Oxford Research Encyclopedia of Business and Management. R. Aldag
Kraatz MS and Block ES (2008) Organizational implications of institutional pluralism. In: Suddaby R and Sahlin K (eds) The Sage Handbook of Organizational Institutionalism. London: SAGE, pp. 243–275.
Raynard M and Greenwood R (2014) Deconstructing complexity: How organizations cope with multiple institutional logics. Academy of Management Proceedings 2014(1): 12907.
Smets, M., Aristidou, A.,&Whittington, R. (2017). Towards a practice-driven institutionalism. P. 384-411. In R. Greenwood, C. Oliver, T. B. Lawrence,&R. Meyer (Eds.), The Sage handbook of organizational institutionalism, 2nd ed.: London: Sage.
Vermeulen, P.A.M., Zietsma, C., Greenwood, R.,&Langley, A. (2016). Strategic responses to institutional complexity. Strategic Organization, v. 14, n. 4, p. 277-286.
Waldorff, S. B., Reay, T. e Goodrick, E. (2013). A Tale of Two Countries: How Different Constellations of Logics Impact Action. Institutional Logics in Action, Part A. In Research in the Sociology of Organizations, vol. 39A, pp.99-129. Emerald.
Zilber, T. B. (2007). Stories and the discursive dynamics of institutional entrepreneurship: The case of Israeli high-tech after the bubble. Organization Studies, 28, 1035–1054.