Strategic Implementation in Pluralistic Organizations: Roles of Top Management and Middle Management

Evandro Oliveira Monteiro; Samir Lótfi Vaz; Athos Carlos Silva

doi:10.5020/2318-0722.2025.31.e16614

Autores/as

Evandro Oliveira Monteiro Fundação Dom Cabral, Nova Lima, Minas Gerais, Brasil https://orcid.org/0000-0002-9497-103X
Samir Lótfi Vaz Fundação Dom Cabral, Nova Lima, Minas Gerais, Brasil https://orcid.org/0000-0003-0330-9233
Athos Carlos Silva Fundação Dom Cabral, Nova Lima, Minas Gerais, Brasil https://orcid.org/0000-0003-3253-4309

DOI:

https://doi.org/10.5020/2318-0722.2025.31.e16614

Palabras clave:

gerencia media, alta dirección, participación, organizaciones pluralistas

Resumen

Este artículo investiga cómo diferentes niveles jerárquicos participan e interactúan en la ejecución de la estrategia en una organización pluralista, caracterizada por la coexistencia de múltiples lógicas y criterios de valor. El estudio se llevó a cabo mediante un enfoque cualitativo, de carácter longitudinal, que combinó observación participante y entrevistas semiestructuradas realizadas con miembros de la alta dirección, la gerencia media y el equipo núcleo a lo largo de varios ciclos de planificación e implementación estratégica. Los resultados evidencian que la realización de la estrategia depende de la capacidad de articulación entre los niveles jerárquicos, siendo la gerencia media el eslabón que traduce, adapta y negocia significados entre las directrices y las prácticas. Los análisis revelan la coexistencia de roles prescritos y emergentes, que se reconfiguran en función de las tensiones organizacionales y de las demandas de legitimidad. Asimismo, se identifican distintos modelos mentales asociados a la priorización, al aprendizaje y a la toma de decisiones, cuya convergencia favorece la calidad y la consistencia de los resultados, aunque con un mayor costo temporal. El artículo contribuye al evidenciar, de manera empírica, cómo la participación ampliada de los gestores en contextos pluralistas sustenta procesos de formulación y ejecución más coherentes e inclusivos, y al demostrar que la integración entre la alta dirección y la gerencia media constituye una condición esencial para equilibrar la estabilidad y la adaptación. Las implicaciones teóricas y prácticas refuerzan la importancia de estructuras y rutinas que promuevan el diálogo estratégico entre los distintos niveles de la organización.

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Traducción

Este artículo es una traducción en English del artículo: Realização estratégica em organizações pluralistas: Papéis de alta administração e média gerência

Biografía del autor/a

Evandro Oliveira Monteiro, Fundação Dom Cabral, Nova Lima, Minas Gerais, Brasil

PhD in Language Studies from Universidade Federal do Rio Grande do Sul, Brazil. He has experience in discourse studies and the analysis of linguistic and discursive materialities. From undergraduate to doctoral studies, his academic work has focused on topics related to Hungarian language, culture and society, an area in which he received two full scholarships in Hungary. His research interests include interdisciplinary studies on nationalism, language, political discourse, memory and identity, as well as Finno-Ugric languages.

Samir Lótfi Vaz, Fundação Dom Cabral, Nova Lima, Minas Gerais, Brasil

PhD in Administration. Professor and researcher in the fields of Strategy and Organizational Behavior.

Athos Carlos Silva, Fundação Dom Cabral, Nova Lima, Minas Gerais, Brasil

MSc in Administration from FDC, with a specialization in Strategy and Supply Chain. His research focuses on how supply chain management can act as a strategic catalyst in large organizations. He is currently pursuing two PhDs: one in Administration at School of Economics, Business and Accounting of Universidade de São Paulo and another in Applied Economics at the University of Antwerp, Belgium.

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