Informal strategizing in a public organization

Abstract

Strategy as Practice analyzes what people do in relation to the development of strategy in organizations, providing insights into current issues in strategy that require a more micro level of understanding (JOHNSON et al., 2007). Considering the perspective of strategy as practice arising from the emerging strategies, we noticed the lack of studies to understand how these activities occur in a daily basis of organization characterizing as informal strategies (WHITTINGTON, 2007). Therefore, this study proposes to address this issue, showing the occurrence of informal strategizing at a public organization under the strategy-as-practice perspective. For this we held a qualitative research through a single case study (EISENHARDT, 1989) in a municipality in southern Brazil. Data were collected through semi-structured interviews with officials of different levels of the organization; direct observation, with notebook guide and analysis of documents provided by the organization, encouraging the triangulation of data. Informal strategies were mainly identified on customer service activities when an applicant’s request is not strictly met under the law or the legislation is dubious and opens room for double-meaning surveying, interpretation and information communication.