INTEGRAÇÃO DOS STAKEHOLDERS NA ESTRATÉGIA ORGANIZACIONAL: UMA VISÃO PLURALISTA / INTEGRATION OF STAKEHOLDERS INTO THE ORGANIZATIONAL STRATEGY: A PLURALIST VISION
Abstract
Os indivíduos ou grupos atingidos pelas atividades de uma organização, para com os quais esta tem responsabilidades em dar satisfações, são conhecidos por stakeholders. Esta comunidade de referência é crucial para o desenvolvimento e a boa saúde da organização, constituindo a sua identificação e integração na estratégia global daquela um importante desafio de gestão. Para isso os gestores necessitam de identificar e incluir aqueles nos seus modelos mentais. Com recurso à revisão da literatura, não obstante as críticas, sugerem-se os atributos poder, legitimidade e urgência, para aquele fim. Estes são atributos inclusivos que permitem adequar contingencialmente a formulação da estratégia global da organização, como resposta às dinâmicas do meio envolvente. Assim, deverão ser envolvidas todas as partes interessadas num diálogo multilateral que permita obter um melhor conhecimento das expetativas daquelas, para a tomada de decisões com maior aderência à realidade.
The individuals or groups affected by the activities of an organisation, to whom the organisation has a responsibility to provide satisfaction, are known as stakeholders. This reference community is crucial for the development and good health of the organisation, and its identification and integration in its global strategy is an important management challenge. Thus, managers need to identify and include them in their mindsets. Using the literature review, notwithstanding the criticism, we highlight the attributes of power, legitimacy and urgency. These are inclusive attributes that enable the contingential adaptation of the formulation of the organisation's global strategy as a response to the dynamics of the environment. Thus, all interested parties should be involved in a multilateral dialogue that allows better knowledge of their expectations, so that decisions can be taken with greater adherence to reality.
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DOI: http://dx.doi.org/10.46827/ejmms.v8i1.1415
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