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Liderança e responsible business : transição de empresas tradicionais para empresas com propósito: estudo de caso Sogenave S.A.
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Esta dissertação é um Estudo de Caso sobre a Sogenave S.A., empresa Food Service Provider, com mais de 50 anos de experiência no mercado e que se encontra em processo de transição para uma empresa orientada por Propósito. O estudo procura investigar o que representa o processo de implementação do Propósito para a liderança e como esse processo é percecionado pelos diferentes stakeholders. Nesta dissertação, são discutidas motivações, oportunidades e principais desafios sentidos, ou percecionados, pelos entrevistados, no âmbito da implementação do Propósito. A investigação recorre às Teorias de Mayring e Institucional para estruturar e interpretar os dados, oferecendo uma base teórica robusta para compreender a mudança cultural e organizacional. Os resultados do estudo indicam que, embora a liderança reconheça a importância estratégica do Propósito, o processo da sua incorporação clara na estratégia, ainda está numa fase inicial. Existe um compromisso da Sogenave relativamente a questões ambientais e sociais, no entanto, é necessária uma transformação cultural mais profunda para que o Propósito se torne integrante da identidade corporativa. Foi destacado o papel crucial da liderança, salientando que a implementação eficaz do Propósito, através de 7 passos, requer um compromisso top down e participação mais ativa dos colaboradores via botton up, do qual resultam benefícios para as partes interessadas e maior retorno financeiro para a empresa. As limitações da pesquisa deste estudo incluem o foco numa única organização, o que pode reduzir a aplicabilidade geral dos resultados, no entanto, poderá servir de consulta para outros estudos com o mesmo âmbito.
This dissertation is a case study on Sogenave S.A., a Food Service Provider company with over 50 years of market experience, currently undergoing a transition to become a purpose-driven organization. The study aims to investigate what the process of implementing purpose represents for leadership and how different stakeholders perceive this process. In this dissertation, motivations, opportunities, and key challenges experienced or perceived by interviewees in the context of purpose implementation are discussed. The research draws on Mayring's and Institutional Theories to structure and interpret the data, providing a robust theoretical foundation for understanding cultural and organizational change. The study's results indicate that, although leadership recognizes the strategic importance of Purpose, the process of its clear incorporation into the company's strategy is still in its initial stages. Sogenave has shown a commitment to environmental and social issues; however, a deeper cultural transformation is necessary for purpose to become an integral part of its corporate identity. The crucial role of leadership was highlighted, emphasizing that the effective implementation of Purpose, through a seven-step approach, requires top-down commitment and more active bottom-up participation from employees, resulting in benefits for stakeholders and greater financial returns for the company. The research limitations of this study include its focus on a single organization, which may reduce the general applicability of the results; however, it can serve as a reference for other studies in the same field.
This dissertation is a case study on Sogenave S.A., a Food Service Provider company with over 50 years of market experience, currently undergoing a transition to become a purpose-driven organization. The study aims to investigate what the process of implementing purpose represents for leadership and how different stakeholders perceive this process. In this dissertation, motivations, opportunities, and key challenges experienced or perceived by interviewees in the context of purpose implementation are discussed. The research draws on Mayring's and Institutional Theories to structure and interpret the data, providing a robust theoretical foundation for understanding cultural and organizational change. The study's results indicate that, although leadership recognizes the strategic importance of Purpose, the process of its clear incorporation into the company's strategy is still in its initial stages. Sogenave has shown a commitment to environmental and social issues; however, a deeper cultural transformation is necessary for purpose to become an integral part of its corporate identity. The crucial role of leadership was highlighted, emphasizing that the effective implementation of Purpose, through a seven-step approach, requires top-down commitment and more active bottom-up participation from employees, resulting in benefits for stakeholders and greater financial returns for the company. The research limitations of this study include its focus on a single organization, which may reduce the general applicability of the results; however, it can serve as a reference for other studies in the same field.
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Liderança responsável Propósito organizacional Sustentabilidade Mudançacultural empresaria Sogenave S.A Responsible leadership Organizational purpose Sustainability Organizational cultural change Sogenave S.A.
Contexto Educativo
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Licença CC
Sem licença CC