Estratégia, Mudança Organizacional e Resiliência Organizacional

Abstract

The concept of radical innovation in technology, products, services and organizational forms inherently brings the idea of disruption and adaptation of the organization to a new level of complexity after the redesign of forms of work, business model, products and/or services, as well as the redesign of organizational processes and forms of remuneration. [...]of the radical innovation organizations go through, they need to adapt to be able to thrive in a business environment that is increasingly competitive, where other organizations also constantly innovate. Topics such as strategic foresight (anticipation of future scenarios, including those of disruption); new organizational forms (post-bureaucratic organizations, adhocracies); sustainable innovation and more substantive forms of interaction in the organizations (from Habermasian inspiration, more oriented to the real understanding of the issues and that provide a base for knowledge production); and dynamic equilibrium (the attainment of ever more complex equilibrium levels - after overcoming situations of disruption) also appear more frequently and are related to organizational resilience. The article "Motivating factors in hospital environmental management programs: a multiple case study in four private Brazilian hospitals", by Jan Kruger, Claudia Araújo and Guilherme Curi, investigates the motivation for hospital managers to adopt enviromentally responsible programs, as well as identifying the actions implemented in the institutions. [...]the article "Types of financial and non-financial information disclosure about corporate social responsibility", by Maria José da Silva Faria, aims to list different forms of disseminating social responsibility information adopted by companies providing insightful analysis.