Gestão de mudança organizacional durante a pandemia de COVID-19: um estudo de caso

Authors

DOI:

https://doi.org/10.54372/pc.2024.v19.3438

Keywords:

Change Management, COVID-19, Employee Autonomy

Abstract

This study argues that 1) employee autonomy and empowerment have positive effects by preventing resistance to change, 2) organizations that empower their employees with minimal structures are agile and impede balance or stability, and 3) organizations in constant change enable employees to feel comfortable with subsequent changes. The arguments are relevant to theory and practice in organizations as they defend a holistic perspective based on structures and cognition. This qualitative case study with multilevel data collection in a Brazilian retail e-commerce company aims to answer the question: how the organization and its employees responded to the COVID-19 pandemic, generating individual changes and influencing the change process? Each employee and manager had the opportunity to make sense (sensemaking) in different ways. First, the pandemic mitigated the need for awareness and desire stages. In a disruptive life-or-death scenario, the lack of agile response causes organizations and people to succumb. Second, step-by-step change management models cannot be considered to be sequential, one prerequisite to another. Each individual's abilities to embrace complexity, paradoxes, and improvise with an experimentation mindset were key to successful change.

Author Biographies

Anne Karoline Cene de Oliveira, PUCPR

Anne Karoline Cene de Oliveira é graduada em Administração pela Escola de Negócios da Pontifícia Universidade Católica do Paraná e Analista de Projetos em Startups.

E-mail: cene.anne@gmail.com

Caio Augusto Camargo da Silva, PUCPR

Caio Camargo da Silva é professor da escola de negócios da PUCPR e acadêmico visitante na NOVA School of Business and Economics da Universidade NOVA de Lisboa. 

E-mail: augusto.caio@pucpr.br

Published

2024-10-04

How to Cite

Cene de Oliveira, A. K., & Camargo da Silva, C. A. (2024). Gestão de mudança organizacional durante a pandemia de COVID-19: um estudo de caso. Perspectivas Contemporâneas - Contemporary Perspectives, 19(1), 1–18. https://doi.org/10.54372/pc.2024.v19.3438

Issue

Section

Complete Article or Original Article