| dc.description.abstract | Companies employees are usually not involved and do not participate, directly or indirectly, in the creation of the organization`s strategy and end up not being informed about the direction that the company seeks to follow, much less, what strategy they should use to implement their goals. The term “Strategy as Practice” (SAP) focuses on studying what are the strategic actors and what kind of activities are performed when implementing the strategy. Communication is the basis for social interactions and exchanges in the organizations, and acts as a support to the execution of the strategy. Through the foreseeing, the strategy, the company’s direction is verbalized and transmitted to the other members of the company. The speech understanding of what is the strategy depends on how the message is understood and recreated based on the worldview and culture of each of its members. The study aims to understand how communication works when implementing strategies in Information Technology companies in the process of transforming the strategy ideas in activities. The strategic process is through repeated communication efforts in order that new strategies are understood and accepted by the stakeholders. In the study, theories, which will base the study, will be presented. The strategic process will be analyzed through the perspective of the metaphor of “writing” and “reading”, referring to the strategic discourses that are verbalized and how is the interpretation of this speech by organizational actors. The study paradigm used was the Multiple Case Study. As data collection technique in depth interviews and participant observation were used. Two companies from the IT sector were selected from the Vale dos Sinos region in Rio Grande do Sul. As results, it was concluded that it is essential the clear disclosure of the objectives and the perceived need to build a non-deliberated and formal strategy, but a strategy, where the interactions between the actors are frequent and these act as part of the process because they will be the ones responsible for the transformation of the strategic objectives in their activities and their engagement and collaboration become essential in this regard. The strategic thinking formation process comes down only to the interpretation and communication of strategy when there is no possibility to discuss and debate it. The participation of directors, managers and other stakeholders in the operational level makes the process of strategy formation, and its results, very rich. In the study, it was found that even if the speech is often not deployed through effective planning with clear actions, the strategy can be perceived, understood and executed, and the communication has a key role in this. | en |
