Christian Daniel Falaster (Prog de Pós-Grad em Admin/Centro de Ciências Sociais Aplic – PPGAd/CCSA / FURB - Universidade Regional de Blumenau)
Fábio Lotti Oliva (Prog de Pós-Grad em Admin/Faculdade de Economia, Admin e Contab – PPGA/FEA / USP - Universidade de São Paulo) - (Mestr Prof em Empreendedorismo - MPE/FEA / USP - Universidade de São Paulo)
Keysa Manuela Cunha de Mascena (Programa de Pós-Graduação em Administração - PPGA / UNIFOR - Universidade de Fortaleza)
Clarice Secches Kogut (Mestr e Dout em Admin de Empresas/IAG-A Esc de Negócios da PUC-Rio – IAG / PUC-Rio - Pontifícia Universidade Católica do Rio de Janeiro)
Adilson Caldeira: (Programa de Pós Graduação em Administração do Desenvolvimento de Negócios / Mackenzie - Universidade Presbiteriana Mackenzie)
Peter Kelle: (Entrepreneurship and Information Systems / Louisiana State University)
Jefferson Luiz Bution: (Prog de Pós-Grad em Admin/Faculdade de Economia, Admin e Contab – PPGA/FEA / USP - Universidade de São Paulo)
Organizations face the possibility of failing to achieve their objectives and executing their strategies effectively. Enterprise Risk Management plays a crucial role in identifying and managing risks that may impact the organization, providing reasonable assurance that objectives will be met in line with its risk appetite. This topic aligns with the academic field of “Strategy in Organizations,” as Enterprise Risk Management significantly contributes to the effective implementation of organizational strategy, sustainable development, crisis preparedness and management, increased stakeholder confidence, and ultimately, the enhancement of business value.
Enterprise Risk Management addresses a wide range of risks, including strategic, operational, political, economic, natural, financial, reputational, and cyber risks. Integrated with strategic management, Enterprise Risk Management supports the evaluation of organizational performance, which can be measured through methods such as the Balanced Scorecard.
Moreover, Enterprise Risk Management extends beyond the internal boundaries of an organization. Risks are amplified as the organization interacts with other stakeholders in the business environment. In today’s volatile, uncertain, complex, and ambiguous landscape, Enterprise Risk Management becomes an essential tool for upholding corporate governance principles, fostering greater trust in relationships with stakeholders.
Finally, the topic explores the interconnectedness of strategy, risk, crisis management, performance, and governance. Examples of relevant research areas in Enterprise Risk Management include:
Business Models
Strategic Business Management
Organizational Performance
Corporate Governance
Corporate Crisis Management
Risk Appetite
Organizational Culture
Value Chain Management
Innovation Management
Digital Business Management
International Business
Public Sector Risk Management
Startups and Risk Management
Other topics related to Enterprise Risk Management
Heidy Rodriguez Ramos: (Programa de Pós-Graduação em Administração - PPGA / ESPM - Escola Superior de Propaganda e Marketing de São Paulo - Associação Escola Superior de Propaganda e Marketing)
Marcelo Roger Meneghatti: (Programa de Pós-graduação em Administração (Mest. e Dout. Profissional) - PPGAdm / UNIOESTE - Universidade Estadual do Oeste do Paraná)
Vanessa Vasconcelos Scazziota: (Mestrado e Doutorado em Administração de Empresas - FGV/EAESP / FGV/EAESP - Fundação Getulio Vargas - Escola de Administração de Empresas de São Paulo) - (Outro / Cefage - Universidade de Évora)
The intersection between strategy and entrepreneurship is a field of investigation that reflects how startups or incumbent companies respond to uncertainty, ambiguity, and accelerated change (Ott & Eisenhardt, 2020). While strategy focuses on creating sustainable competitive advantages, entrepreneurship encompasses creating or expanding businesses in new markets or innovations (Davidsson, 2016). In this context, entrepreneurial strategy can be understood as the formulation of flexible, practice-oriented action plans, as seen in the approaches of Effectuation (Sarasvathy, 2008) and Bricolage (Baker & Nelson, 2005), which emphasize continuous adaptation. Other examples highlight cognition as an essential element in strategic formulation in pursuing sustainable competitive advantages, as evidenced in the literature on managerial cognition and dynamic capabilities (Helfat & Peteraf, 2015). Thus, this thematic area explores how entrepreneurs and established companies balance the flexibility to innovate with the discipline of strategic formulation (Ott et al., 2017), focusing on how traditional strategy concepts offer new perspectives for entrepreneurship, especially in highly competitive or crisis scenarios.
Emerging fields, such as rural and artisanal entrepreneurship, also gain prominence, particularly in the context of regenerative business models for local development, as they offer unique perspectives on how entrepreneurs can create economic and social value in peculiar contexts (Hunt et al., 2021; Sirmon et al., 2022).
Topics of interest include:
RENATO TELLES: (Programa de Pós-Graduação em Administração - PPGA / USCS - Universidade Municipal de São Caetano do Sul) - (Programa de Pós-Graduação Stricto Sensu em Administração / UNIP - Universidade Paulista)
Douglas Wegner: (Prog de MestrProf em Admin: Gestão Contemporânea das Organizações / FDC - Fundação Dom Cabral)
Nuno Rafael Barros de Oliveira: (Organization Studies / Tilburg University)
Collaborative movements that promote resource sharing and the development of technological and social innovations have become strategically relevant options for organizations in response to this century's accelerated technological advancements and social changes. The competitiveness of companies, institutions, and third-sector organizations continuously demands access to new resources, knowledge, and innovation capacity. Collaborative strategies and movements take shape in various structures and levels of formalization, including partnerships, alliances, networks, digital platforms, and business ecosystems. Increasingly, private, public, and civil society actors are aligning to propose and implement joint solutions with their stakeholders.
This theme aims to bring together academics and practitioners interested in advancing the understanding of strategies, policies, and actions that organizations of different types pursue through interaction, collaboration, and cooperation to achieve individual and collective goals. These efforts encompass ecosystems, platforms, networks, and business clusters. The discussions focus on the antecedents, processes, and outcomes of strategies and movements, particularly the governance and orchestration of collaboration, the competencies and capabilities required for effective collaboration, and innovative arrangements for working in networks, clusters, digital platforms, and ecosystems.
Different theoretical lenses can be employed, ranging from traditional theories focused on transaction costs and resources to more recent approaches such as the Relational View and Collaborative Governance. Both empirical studies and theoretical essays are welcome, generating critical reflections, deeper insights, and contributions to the development of the field. Considering the presented scope, possible topics for submission include:
Benny Kramer Costa: (Programa de Pós-Graduação em Administração - PPGA / UNINOVE - Universidade Nove de Julho) - (Depto de Relações Públicas, Propaganda e Turismo da Escola de Comunicações e Artes / USP - Universidade de São Paulo)
Thiago de Luca Santana Ribeiro: (Gestão e negócios / FATEC - SP)
Brigitte Renata Bezerra de Oliveira: (Programa de Pós-Graduação em Administração e Desenvolvimento (PPAD) / UFRPE - Universidade Federal Rural de Pernambuco)
Value creation and co-creation have gained prominence in studies and practices of strategic management in recent years, with applications in specific sectors of the economy and society, and more recently due to their relevance to work dynamics, social and digital structures, and business ecosystems reshaped by the rise and use of artificial intelligence. In this context, a data-driven culture has evolved, facilitating exchanges among stakeholders and between them and organizations, creating or co-creating value, and forming true phygital ecosystems, using tools from the culture of the artificial, generating benefits appropriated by various actors. From this perspective, studies highlighting value in terms of creation, co-creation, distribution, and capture, involving a diversity of stakeholders, numerous data creation and exchange processes, the formation of phygital ecosystems, and the use of artificial intelligence, as well as the various connections and implications among these elements, have emerged and become increasingly relevant themes recently. The discussion surrounding created and co-created value, data-driven decisions, the use of AI in decision-making, and the formation of phygital ecosystems has become a central issue in strategic management. Understanding how value is created, co-created, and distributed by organizations; how data is captured, created, processed, and informs strategic decisions; how AI is utilized to support these processes and strategic actions; and how these organizational transformations connect within phygital ecosystems constitute significant contemporary challenges in strategy.
The topics addressing these issues include:
Rosalia Aldraci Barbosa Lavarda: (Programa de Pós-Graduação em Administração – PPGAdm / UFSC - Universidade Federal de Santa Catarina)
Maria Elisa Brandão Bernardes: (Prog de MestrProf em Admin: Gestão Contemporânea das Organizações / FDC - Fundação Dom Cabral)
CHRISTIANE FERREIRA BELLUCCI: (Strategy and International Business (SIB) / Warwick Business School)
“Open Strategy” has gained prominence by promoting more inclusive and transparent strategy processes (Whittington et al., 2011). Open Strategy, defined as a “dynamic set of practices that offers greater transparency and/or strategic inclusion to internal and external actors” (Hautz et al. 2017, 299). In this sense, this topic is of particular interest in discussing approaches that address, through different lenses (Splitter et al., 2023), the changes in strategic action following this opening process. Among some topics that can be discussed during the opening process, the following stand out: (i) organizational forms and variations for strategic action, such as innovation, different practices and degrees of openness; (ii) opening dynamics, how the opening process evolves over time, and the opening-closing dynamics (iii) new roles and actors, which demand new functions and responsibilities that emerge from the inclusion of different actors; (iv) power, such as changes in power relations within the organization, (iv) collaborative practices, such as horizontalization in the formulation process and the democratization of strategic action, (v) discourse and materiality, such as socio-material changes for mobilization of opening (Seidl, Von Krogh, Whittington, 2019, Stadler et al., 2021, Dobusch, Hautz, Ortner, 2024, Heinzen et al., 2024). The opening of the strategy can be studied as a change in society's openness (openness), and involve themes such as: open government, open innovation, open science, and others (Seidl et al., 2019). Finally, it is highlighted that openness can generate a significant change in strategic practices (Luedicke et al., 2017), offer opportunities for interdisciplinary conversations (Splitter et al., 2023), explore the ethical effects of strategic achievement and performativity of openness itself and its relationships with contemporary grand challenges (Mair, et al., 2023, Zanoni et al., 2024).
SILVIO POPADIUK: (Programa de Pós-Graduação em Administração de Empresas - PPGA / Mackenzie - Universidade Presbiteriana Mackenzie)
SUZANA GILIOLI DA COSTA NUNES: (GESTÃO DE POLÍTICAS PÚBLICAS / UNIVERSIDADE FEDERAL DO TOCANTINS)
Pedro Miguel Lopes Mota Veiga:
Social capital is a set of networks, relationships and norms that enable collaboration and trust between individuals and groups. Plays an essential role in facilitating the exchange of information, resources and social support, contributing to personal, group, community, organizational development (Nahapiet & Ghoshal, 2009); Khan et al., 2021).
Ambidexterity is the ability of an organization to exploit new opportunities while exploiting (exploitation) its existing operations. This duality allows a balance between innovation and efficiency, essential for adaptation and success in dynamic and competitive business environments and contributing to the generation of innovations in processes, products, services. (Mom et al., 2019; Popadiuk et al., 2018).
Knowledge networks refer to groups of individuals or organizations that share information, experiences and skills. They facilitate knowledge exchange and collaboration, fostering innovation and continuous learning, essential for development and competitiveness in dynamic environments. (Bao et al., 2012; Zheng & Huang, 2020).
With this theme can be investigated inter-relationships between social capital, ambidexterity and knowledge networks under individual, team, organizational or inter-organizational approaches. The combination of these elements creates an environment conducive to continuous innovation and organizational resilience. Some suggestions for themes are presented below.
João Maurício Gama Boaventura: (Prog de Pós-Grad em Admin/Faculdade de Economia, Admin e Contab – PPGA/FEA / USP - Universidade de São Paulo) - (Programa de Pós-Graduação em Administração / UNIP - Universidade Paulista)
Simone Ruchdi Barakat: (Graduação em Administração / FGV/EAESP - Fundação Getulio Vargas - Escola de Administração de Empresas de São Paulo) - (Progr de Mestr Prof em Admin / FECAP - Centro Universitário FECAP)
Ronaldo de Oliveira Santos Jhunior: (Prog de Pós-Grad em Admin/Faculdade de Economia, Admin e Contab – PPGA/FEA / USP - Universidade de São Paulo)
The strategic management of organizations involves a wide range of stakeholders, defined as groups or individuals who affect or are affected by the organization in its pursuit of objectives (Freeman, 1984). Understanding the relationships of these actors and their influence on several organizational outcomes has gained prominence in the strategy literature, particularly for their potential to create competitive advantage (Barney & Harisson, 2020; Jones, Harrison, & Felps, 2018; Sisodia, Phillips, & Freeman, 2020). Considering the theoretical and empirical advancements in stakeholder management, this theme explores studies focused on how stakeholder strategies are formulated and implemented (Harrison, Bosse & Phillips, 2010), how stakeholder management creates value (Harrison & Wicks, 2013), and how organizations can enhance their performance while balancing the diverse and often conflicting demands of stakeholders (Boaventura et al., 2020). Research on this topic contemplates various contexts, including private companies, public institutions, and non-profit organizations, and addresses multiple levels of analysis—individual, organizational, and institutional—across the following key topics:
- Stakeholder Theory;
- Stakeholder Strategy;
- Stakeholders and Organizational Performance;
- Stakeholder Cooperation, Involvement, and Engagement;
- Stakeholders and Corporate Social Responsibility;
- Stakeholders and Corporate Governance;
- Stakeholders and Project Management;
- Resources and capabilities for Stakeholder Management;
- Microfoundations of Stakeholder Theory;
- Stakeholder Networks;
- Value for Stakeholders;
- Performance for Stakeholders.
Fernando Antonio Ribeiro Serra: (Programa de Pós-Graduação em Administração - PPGA / UNINOVE - Universidade Nove de Julho) - (Programa de Pós-Graduação em Administração - PPGA / UNINOVE - Universidade Nove de Julho)
FELLIPE SILVA MARTINS: (Programa de Pós-Graduação em Administração de Empresas - PPGA / Mackenzie - Universidade Presbiteriana Mackenzie)
Nairana Radtke Caneppele: (Programa de Pós-Graduação em Administração – PPAD / PUCPR - Pontifícia Universidade Católica do Paraná)
The Behavioral Strategy theme allows for the study of human actions that affect strategic decisions in organizations by analyzing aspects such as human motivation, thought, cognition, emotions, decisions, and social interactions, considering networks, culture, and organizational systems. This theme combines knowledge from diverse areas with social sciences, and this approach offers a more realistic view of human behavior in the strategic context. Understanding how leaders and teams make decisions improves strategy effectiveness, increases decision efficiency, and reduces risks in organizations. The differentiator lies in the understanding that decision-making and other behavioral aspects are intensely influenced by context - that is, how decisions are made in practice and not how they should be made in theory. The implications of Behavioral Strategy can go far beyond the business world. Research in this area can improve performance in various sectors of companies, making their processes more agile and increasing competitiveness. From a social perspective, this field of study can help improve people management, create more collaborative work environments, and increase employee satisfaction, making companies more adapted to current changes and needs. This proposal is justified by promoting interaction between different theoretical and methodological bases, reflecting the complexity and dynamism of research in behavioral strategy.
Marcos Cohen: (Mestr e Dout em Admin de Empresas/IAG-A Esc de Negócios da PUC-Rio – IAG / PUC-Rio - Pontifícia Universidade Católica do Rio de Janeiro)
Flavio Hourneaux Junior: (Prog de Pós-Grad em Admin/Faculdade de Economia, Admin e Contab – PPGA/FEA / USP - Universidade de São Paulo) - (Nenhum / Nenhuma)
Annelise Vendramini da Silva Caridade: (Mestrado Profissional em Gestão para a Competitividade - MPGC - FGV/EAESP / FGV/EAESP - Fundação Getulio Vargas - Escola de Administração de Empresas de São Paulo)
It is common sense that strategy is essential for a company to obtain competitive advantages, be recognized in its sector of activity and remain in operation for many years. However, with the growing importance of social and environmental issues on a global scale, the traditional way of dealing with strategy seems to be insufficient. To face the so-called Grand Challenges, as proposed by the UN in its 2030 Agenda (e.g.: combating poverty, hunger, climate change, inequality, etc.). Thus, the proposed theme addresses the theories, concepts and practices related to the processes of conception, implementation and evaluation of strategies for sustainability in public, private or third sector organizations, proposing to discuss the strategic challenges for the transition of organizations towards sustainability. The topics covered are competitive and collaborative strategies to achieve the socio-environmental sustainability of organizations; embedded sustainability; sustainable strategic projects; creating sustainable value for multiple organizations' stakeholders through concepts such as Corporate Social Responsibility, Corporate Social Inovation and Shared Value; sustainable functional strategies; strategic management of sustainability in the value chain; strategies for the implantation of industrial ecoparks and circular economy. It also seeks to stimulate discussion of the motivating and limiting factors of business adaptation, changes in routines and the development of dynamic social and environmental capacities. Moreover, research is encouraged on models for measuring sustainability and socio-environmental performance; sustainability control systems; sustainable balanced scorecard; Triple Bottom Line, and indicators related to the Sustainable Development Objectives (SDG).
Fernando Deodato Domingos: (Mestrado e Doutorado em Administração de Empresas - FGV/EAESP / FGV/EAESP - Fundação Getulio Vargas - Escola de Administração de Empresas de São Paulo)
Claudio Jose Oliveira dos Reis: (Núcleo Docente de Administração / UFOB - Universidade Federal do Oeste da Bahia)
Octavio Augusto Darcie de Barros: (Pós-doutorado / HEC Paris) - (Doutorado em Economia de Negócios / Insper - Instituto de Ensino e Pesquisa)
The literature on Stakeholder Strategy has gained relevance in a scenario where organizations face complex and cross-sector challenges. In particular, partnerships between the public, private, and hybrid organizational forms emerge as essential mechanisms for generating and allocating social value. These partnerships are based on governance structures that integrate different capacities and resources from the various stakeholders involved. The present theme aims to explore the various dimensions related to the value creation potential arising from stakeholder management strategies, including cross-sector partnerships, public tenders, interactions with communities, and social impact initiatives.
In an environment where social impact is increasingly considered a key indicator of organizational success, exploring strategies that involve multiple stakeholders becomes fundamental. This theme addresses a central issue in the discussions about how businesses, governments, and civil society organizations (e.g., nonprofit entities, institutes, NGOs, and academia) can collaborate to tackle large-scale social and environmental challenges, such as poverty, inequality, different types of vulnerability, and climate change.
At the same time, the advancement of the literature on stakeholder management has contributed to a better understanding of the dynamics of action, whether collaborative or competitive, between different organizational forms, such as for-profit and nonprofit companies, and how these interactions can be leveraged to face the so-called "grand societal challenges." Thus, the study of partnerships and their governance structures not only contributes to the academic field but also offers practical insights for managers seeking to promote sustainable development.
Eduardo Guedes Villar: (Dep. de Ensino / INSTITUTO FEDERAL DE SANTA CATARINA) - (Programa de Pós-Graduação em Administração – PPGAdm / UFSC - Universidade Federal de Santa Catarina)
Natália Rese: (Prog. de Pós-Graduação em Administração/PPGADM / UFPR - Universidade Federal do Paraná)
Samir Adamoglu de Oliveira: (Programa de Pós-Graduação em Administração – PPGA / UFPB - Universidade Federal da Paraíba) - (IBEPES / Instituto Brasileiro de Estudos e Pesquisas Sociais – IBEPES)
Based on the concept of strategizing, strategy-making development has taken on new contours and is understood as a socially constituted practice (Vaara & Whittington, 2012). This understanding has opened up the possibility in research to discuss the understanding of strategy with different perspectives from the field of management, organizations, social theory and language studies (Prashantham, Healey, 2022, Golsorkhi, et al., 2024). We understand that strategy is performed at a micro level, but it also carries the meanings, tools, discourses and values that are shared at a macro level (Golsorkhi et al., 2024). In light of this discussion, the phenomenon of strategy can be viewed from the following perspectives: (i) different onto-epistemological approaches; (ii) different sociological and organizational theories and conceptualizations that allow strategy to be interpreted as a phenomenon constructed in and through language; (iii) methodological procedures and non-traditional approaches. Therefore, the situated focus on what people do when they engage in strategizing allows this topic to attempt to understand current/contemporary phenomena and dialogs (Gond, Cabantous, & Krikorian, 2018; Seidl et al., 2024). Based on the proposal to reinvigorate strategy studies (Rouleau & Cloutier, 2022), research is encouraged that addresses innovative perspectives on the phenomenon, particularly the challenges of thinking about strategy as a practice without losing the baggage of theoretical discussions that underpin its social nature), while not losing sight of what is meant by strategy or strategic in organizations (Jarzabkowski et al, 2021; Seidl et al., 2024). Finally, we look for studies that can challenge the utilitarian-intentional modes of action that have historically sustained them (Chia & Holt, 2023), but that have produced unintended and difficult-to-sustain consequences such as disasters, misconduct, or organizational crime, or that can view strategy from the local context (Da Costa Jr. Et al., 2023, Villar et al., 2025).
Isabel Cristina Scafuto: (Prog de Pós-Grad em Gestão de Projetos/PPGP / UNINOVE - Universidade Nove de Julho)
Sérgio Henrique Arruda Cavalcante Forte: (Programa de Pós-Graduação em Administração - PPGA / UNIFOR - Universidade de Fortaleza)
The use of projects within organizations has grown significantly with the aim of achieving strategic and operational goals (Papke-Shields and Boyer-Wright, 2017). However, despite advances in project management practices, delivering outcomes that support strategic challenges remains a complex challenge for many organizations (Meredith and Zwikael, 2020).
Research has focused on the strategic management of projects and the role of project managers in this context, especially in the face of accelerated competition, institutional pressures, and rapid technological changes. The alignment of projects with business strategy is seen as a way to create value and generate competitive advantage (Patanakul and Shenhar, 2012). To achieve this, strategic project management combines project management methodologies and strategy, driving organizational benefits and optimizing the selection of projects that truly align with the organization’s objectives (Quezada et al., 2022).
Furthermore, portfolio management plays an important role in assisting organizations in prioritizing and choosing projects that align with strategic objectives, contributing to the evaluation, selection, and execution of the most relevant projects (Martinsuo & Anttila, 2022). This strategic approach to portfolio management can be enhanced by adopting modern knowledge visualization techniques, which support decision-making in complex and uncertain environments (Martinsuo & Anttila, 2022).
Despite these contributions, little is still known about the impact of projects on organizational outcomes, particularly in the selection of strategic portfolios and their connection with project management. Thus, we propose the submission of studies that advance the understanding of this relationship between strategies and projects, exploring, but not limited to, approaches such as Project Governance, Agile and Traditional Methodologies, Innovation, Learning, Knowledge, and Strategic Value.
Cláudia Sofia Frias Pinto: (Prog de Pós-Grad em Admin/Faculdade de Economia, Admin e Contab – PPGA/FEA / USP - Universidade de São Paulo)
Manuel Anibal Silva Portugal Vasconcelos Ferreira: (Programa de Pós-Graduação em Administração – PPGAdm / UFSC - Universidade Federal de Santa Catarina) - (outro / CARME - Center of Applied Research in Management and Economics, IPL)
CRISTINA LELIS LEAL CALEGARIO: (Programa de Pós-Graduação em Administração – PPGA / UFLA - Universidade Federal de Lavras)
This theme focuses on international business and global strategy. This includes research on internationalization, entry modes, location, strategies and decision making in multinationals, subsidiaries, international innovation, global knowledge flows, interaction between the global environment and business, comparative studies in different countries, emerging economies, internationalization to and from Latin America, global value chain, subnational operations, the various components of the international business environment, international entrepreneurship, among other subjects, using available theories. We also seek research that addresses new global aspects such as internationalization in the digital age, digital ecosystems, new organizational structures, new business models, (de)globalization among others.
The theme seeks works that address subjects such as the following, and are not restricted to these:
- Global strategies and structures in multinational companies.
- Global competition, multinationals and subsidiaries.
- International production and the global value chain.
- Technology transfer and knowledge, and international innovation.
- How the international environment (eg, cultural, economic, legal, political) influences the activities, strategies, structures and decision-making processes of multinationals.
- The influence of the political, legal and regulatory environment on internationalization and its dysfunctions.
- The institutional environment and international business.
- The influence of government and connections on internationalization and global business strategies.
- International and subnational location decisions.
- CEOs, top management team and decision making in multinationals.
- Studies on the entry modes (export, strategic alliances, acquisitions).
- Comparative studies in different countries and institutional environments.
- Internationalization involving emerging markets, emerging multinationals and international (dis)advantages.
- How digital transformation and/or artificial intelligence influences internationalization strategies and business.
- Digitization and new business models in internationalization.
Carmen Pires Migueles: (Mest Executivo em Gestão Empresarial / FGV/EBAPE - Fundação Getulio Vargas - Escola Brasileira de Administração Pública e de Empresas)
Cinara Gambirage: (Prog de Pós-Grad em Admin/Centro de Ciências Sociais Aplic – PPGAd/CCSA / FURB - Universidade Regional de Blumenau) - (. / .)
Organizations operating in extreme contexts have become increasingly relevant in recent years due to the growing frequency and intensity of climate-related disasters and technological disruptions. These organizations, such as emergency services, military units, and industrial operations in hazardous environments, are characterized by high-risk operations and the need for exceptional levels of resilience.
The United Nations Office for Disaster Risk Reduction (UNISDR) has been at the forefront of efforts to promote disaster prevention and the implementation of the Sendai Framework. A critical aspect of these efforts is the development of organizational models capable of operating effectively in extreme conditions. Organizations in extreme contexts can be categorized into two main groups: those created specifically to respond to high-risk situations (e.g., firefighters, emergency medical services) and those whose core operations inherently involve significant risks (e.g., mining, oil and gas, nuclear power).
While research on organizations in extreme contexts has gained momentum, the complex interplay between safety and danger, and trust and risk, remains a subject of ongoing investigation. As proposed by Hällegren, Rouleau, and De Rond (2018), studying extreme contexts can provide valuable insights into organizational phenomena that are difficult to capture under normal circumstances, facilitating the development of effective strategies for prevention, mitigation, and response. Migueles and Zanini (2024) highlight the challenges of progressing in this direction within the Brazilian context, while Zanini et al. (2023) demonstrate the extent to which communities remain vulnerable to these risks.
Ângela França Versiani: (Programa de Pós-Graduação em Administração – PPGA / PUC Minas - Pontifícia Universidade Católica de Minas Gerais)
ALESSANDRA CASSOL: (Programa de Mestrado Profissional em Gestão e Estratégia (PPGE) / UFRRJ - Universidade Federal Rural do Rio de Janeiro)
Guillermo Davila: (Ingeniería de Sistemas / Universidad de Lima)
Historically, strategy studies have aimed to understand how organizations navigate environmental uncertainties (Haarhaus & Liening, 2020). While several theoretical perspectives elucidate the strategic process, approaches that view knowledge as a pivotal competitive asset have gained significant traction in today’s socioeconomic and academic environment. By leveraging knowledge management theories (Grant, 1996), we can gain insights into how organizations create, integrate, and apply knowledge (Versiani et al., 2021) to develop capabilities (Teece, 2021) with the goal of competing in turbulent environments (Wilden et al., 2020).
Studies on how managers can mobilize and leverage organizational knowledge to build sustainable competitive advantages have become an important discussion in the literature, garnering increasing academic interest (Rehman et al., 2022; Pütz, Schell & Werner, 2023). Managerial cognition and organizational processes promote learning at various levels, facilitating the creation and retention of new knowledge, practices, and routines. Innovation emerges from dynamic capabilities, learning, and cognition, generating value and competitive differentiation (Farzaneh et al., 2022; Cassol et al., 2021). Disruptive technologies, such as generative AI, present various challenges and opportunities in knowledge management processes and the strategic behavior of organizations (Dávila et al., 2024).
This field of study offers many research opportunities to explore new managerial approaches, innovative strategies, and the impacts of knowledge management practices on organizational performance. Investigating the interrelations between strategy, knowledge, and innovation can provide valuable insights into strategy and management theories and improve corporate practices. From this perspective, we suggest exploring how knowledge, learning processes, and dynamic capabilities contribute to strategic and organizational renewal. We also investigate managerial cognition, external sources of knowledge, and integration mechanisms to generate value, promote innovation, and gain competitive advantage.
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