1. Introduction
The socio-economic scenario, characterized by globalization of markets and cultural differences,
requires business management tools that allow effective and proactive actions, facing the complex
and uncertain environment in which they operate. Among these tools, the use of strategic planning is
important.
The Strategic Planning represents a continuous process, which aims to reduce uncertainty in decision
process, through of techniques that evaluate the actions and environment pressures, whether internal
or external to the organization (DRUCKER, 1998). Through of the defining the mission, vision and
strategic goals of the organization, this tool aims to "shape the business and products of a
company, so they enable the targeted profits and growth" (KOTLER, 2000, p. 86).
Although recent research has found a positive relationship and statistically significant, between
strategic planning and financial performance (TAPIN; et al, 2005), by itself this management tool
does not produce significant changes in company, does not guarantee organizational success (ANSOFF
et al, 1981). According to Kaplan and Norton (2001), only 10% of strategies formulated are
implemented with successfully, demonstrating that the real problem is not in development or quality
of the strategies, but in its implementation.
Ansoff and McDonnell (1993), corroborate, highlighting the difficulty of implementing the strategies
and Strategic Planning, due to changes caused these elements in the organizational structure of the
company. Regarding the strategy, this difficulty is linked to the traditional culture of the
organization and its political processes and, for the planning, there is a conflict between the new
operating activities and existing ones (ANSOFF; MCDONNELL, 1993).
So, in view of the influence that organizational culture has on the implementation of a Strategic
Planning, this paper aims to analyze the influence of cultural aspects in the implementation of
strategic planning and there by answer the following research question: How the cultural aspects
influence in the implementation of Strategic Planning?
2. Theoretical basis
2.1 Strategic planning
The planning has as basic aspects the definition of organizational objectives and the choice of means
to achieve them (STONER, FREEMAN, 1994). Its development allows the realization of effective action,
resulting from management's ability to anticipate and prepare for changes that could affect the
organizational objectives (MEGGINSON et al, 1986). This management tool provides the course and
general direction of efforts and resources of the company, as well as, build commitment for
implementation and gives the instrumental to recovery (ROSA, 2001).
The evolution of planning techniques and the change of emphasis, of financial planning or long term
to a strategic posture, are linked to recognition of the interrelationship between the organization
and its environment, whose demands and developments are being considered in the administrative .
Thus, the Strategic Planning assumes the role of a management tool of the process of strategic
management (MEIRELLES, GOLÇALVES, 2006).
Since the 50s is evident in a series of studies contemplating at the process of formulation and
implemention strategy. Mintzberg, Ahlstrand and Lampel (2000) meet these strategic studies in ten
schools of thought, which can be classified into three groups: prescriptive schools, descriptive
schools and configurative school. The Prescriptive schools are concerned with how strategies should
be formulated, rather than how they are effectively formulated. This group is formed by schools of
Design, Planning and Placement. Descriptive Schools consider specific aspects of the process of
formulating strategies, concerned mainly with how strategies are formulated. The schools that
comprise this category are: Entrepreneurial School; Cognitive School, School of Learning, School of
Power, Cultural School, Environmental School (MINTZBERG, et al, 2000). The school configurative
understands the school setting. This school sees strategy as a process of transformation, in which,
for change to occur, companies must move from one setting to another (MINTZBERG, et al, 2000).
Although the approaches are distinct from each other, in general it is observed as common
characteristics, the direction of the efforts of the organization from internal and external
environmental analysis, development of mission, vision and goals, as well as the formulation of
strategies, implementation and control of the planning.
2.2 Organizational culture
Organizational culture refers to the set of behavioral elements (beliefs, rules, taboos, language)
and materials (buildings, layout, processes, symbols) formed from the trend experienced by the
organization. However, are the intangible elements that prevail, since the beliefs, taboos and
dogmas create a common identity to the members, giving them a sense of belong and crystallizing in
the form of mental models, which provide a statement of interpretation and adaptation of individuals
in relation to the world (JOHANN, 2004).
The study of organizational culture has a multidisciplinary character, since it uses ideas from
anthropology (identifying the differences between cultures, understanding of elements such as
beliefs, rituals, language), Social Psychology (culture is understood as a product of continuous
interaction between people), Sociology (consider the relationships between people and groups, and
passively subjugated to rules and expectations set by others) and Administration (assumes that
culture is the result of a complex process, which factors include tangible and non-material)
(JOHANN, 2004).
According Paschini (2006), the foremost studies about the subject, dating from the 50's. However, it
is only in the 80's that this began to have more attention of the managers, as another way to
achieve results for organizations (CHANLAT, 2000). This interest is often attributed to the increase
in the competitiveness of the Japanese, to the detriment of the production system in North America
(FREITAS, 1991), the increasing internationalization of large corporations (MORGAN, 1996) and the
changing patterns of authority, as evidenced by the lack confidence in the institutions and their
representatives, well as the loss of loyalty and commitment of employees in relation to
organizations, which demanded leadership with values and beliefs consistent with their (HELLER,
1985).
Authors such as Schein (2009), Hofstede (2003) and Trompenaars (1994), present models for the
analysis of culture. For these authors, cultural events can be studied at levels where the most
superficial represent the practices, actions and behaviors are visible to the outside observer, and
the inner layer refers to values, assumptions and basic premises of the organizations.
The culture is present at all times, being an intrinsic element to individuals. For many actions,
seemingly irrational, make sense, it is important to take a cultural perspective, that is, develop
the ability to see the world through cultural lenses (SCHEIN, 2009). Thus, to the practices and
transformations that the company now, they can be understood, it is necessary to know the internal
logic of each cultural reality that is manifested through language, beliefs, values, rituals,
legends and traditions (ALVES, 1997).
Culture is a dynamic phenomenon, created constantly by personal interactions, learning processes and
influenced partly by leadership behaviors (SCHEIN, 2009). There is no a correct culture, since this
phenomenon does not occur in isolation, but depends on your relationship with the ambient in which
it entered. Although conceptually abstract, the culture presents concrete has concretes behavioral
consequences, while guides and constrains the behavior of individuals in a group through shared
norms and assumed (SCHEIN, 2009).
3. Methodology
The decision for the research approach used has implications practical, empirical and technical
(GÜNTER, 2006). This study characterizes for being a case study, qualitative and descriptive.
The search was conducted in the company CVI (Vontobel Investment Company), active in the beverage
industry, located in Santa Maria, State of Rio Grande do Sul The choice by the company was made
intentionally and for convenience, because this criterion allows the selection of elements that are
available and able to provide the information necessary to perform the research (HAIR et al, 2005).
The subjects object of the analysis corresponds to six managers, indicated by the company. We chose
to interview the managers because they are directly responsible for implementing the Strategic
Planning.
To collect the data was used literature analyze, documental analyze, and application of
semi-structured interviews. The documentary analysis was conducted through brochures, newspapers and
documents that allowed to describe the company's history. The literature review came from books and
articles published in journals and events, which gave support to the theoretical.
However, the main source for data collection technique was semi-structured interview. The interviews
were administered individually, lasting an average of thirty-five minutes and formulated based on
the seven cultural dimensions proposed by Trompenaars (1994). All interviews were taped, transcribed
and analyzed, based on textual analysis technique proposed by Moraes (2003).
The cycle of analysis was performed in three steps: 1. Dismantling or unitarization texts: the texts
produced from the interview transcript were fragmented and deconstructed in order to create units of
analysis. 2. Establishment of relations: it involves the construction of relations between units. 3.
Capturing the new emerging: the last stage of textual analysis corresponds to the communication of
the new understanding of the phenomenon, as well as his criticism and validation.
In this research, we chose to descriptive texts, which remain closer to the original corpus, stating
the categories and subcategories. To validate the use is made quotations from the texts analyzed,
which allow a more accurate picture of the phenomena studied (MORAES, 2003).
4. Results
4.1 Cultural dimensions
Based on the methodology of qualitative analysis, proposed by Moraes (2003), the data collected to
analyze the cultural aspects that influence the strategic planning, took into account the dimensions
related to relationships, the nature and time, proposed by Trompenaars (1994).
As for relationships, there are five value orientations that have great influence in how the cultures
negotiate, manage and find answers to moral dilemmas. The relative position of the individual along
such dimensions and beliefs guide their actions in life. The five guidelines are: Universalism x
Particularism, Collectivism x Individualism; Neutral x Affect; Diffuse x Specific Conquest x
Assignment.
As to time there are two orientations, namely: synchronous x sequential; Oriented past, present or
future.
The cultural orientation on the nature corresponds to the dichotomy: Directed internally x directed
externally.
4.1.1 Universalism versus Particularism
The first dimension refers to the orientation universalism versus particularism, defining how we
judge people's behaviors.
Cultures of universal behavior are based on rules, under which all people should be treated equally.
In cultures of particularistic orientation is emphasized the good relationship between the parties,
and people tend to keep their word, especially by the consideration that nourish each other.
Interpersonal relationships tend to be informal and searches for "justice to treat all cases
according to their special merits" (TROMPENAARS, 1994, p. 47).
Analysis of the interviews:
The company has a plan for jobs and wages well structured, where the employee falls within a level,
according to your function. There are two forms of growth: horizontal growth, which occurs within
the function, and vertical growth, where the employee exchange function. To measure performance and
progress of the employee, the organization uses performance assessment, which is held with your boss
and peers. In order to maintain impartiality, all evaluations are made by committee. Employees
receive a remuneration fixed and a variable that depends on the performance of your department and
company as a whole.
The fact that the company pay the employee based on job descriptions and wages suggests a cultural
universal. However, there is a predominance of particularistic orientation, since the criteria for
reward takes into account some exceptions.
The second category of analysis relates to the general rules of the organization. Although there are
rules that the company will not give up, as the quality of their products and services, sustainable
growth and without strain on the environment and the satisfaction of their partners, most often the
organization adopts a flexible approach, which allows trading of some rules, aimed at their growth.
This flexibility suggests a cultural orientation more particularistic.
The third factor in the identification of this cultural orientation, corresponds to the way the
organization deals with its customers and suppliers. Overall, the company uses contracts to
negotiate. However, evidence of a relationship of partnership and commitment between the parties,
that give sustainability to the organization's business. This stance characterizes a cultural
orientation that combines the particularism to universalism, and the predominance of particularism,
since there are exceptions.
The final category of analysis, this dimension relates to how the procedures and relations occur in
the internal environment of the company. Perceives a visible preference and prevalence of
informality in the workplace.
Influence on Strategic Planning
In this cultural dimension, the aspects that were more relevant to the implementation of the
Strategic Planning correspond to a flexible stance in relation to the rules and informal atmosphere
of the organization, since both streamline the process and allows the implementation of changes with
greater ease.
4.1.2 Individualism versus Collectivism
The second dimension refers to the relationships and rules, is "the conflict between what one
wants from us as individual and group interests to which we belong" (TROMPENAARS, 1994, p. 48).
The individualistic cultures have an orientation to self. Generally, organizations with this cultural
orientation have a very fast decision-making process, where a representative has full powers for
decision making. People cooperate because of some particular interest that is at stake.
Analysis of the interviews:
The first category discussed how the organization pays its employees and initiatives which are
considered more important (individual or collective). As described in the dimension universalism x
particularism, employees receive a remuneration fixed and a variable, this depends on the
performance of your department and company as a whole. Although individual performance is considered
of great importance to the organization, the fact that the company adopt a variable remuneration
linked to performance of the department, not just the individual, suggests a cultural orientation
more collectivist.
As for the decision making process, there are levels of decision, ie, have the day-to-day decision,
or operational, that can be taken at the level of management responsible for the area. Other
decisions involve more than one sector, being decided by the managers of these areas. There are also
decisions that involve the organization as a whole. For this level there is a management committee
that counts, also with counselors internal, external and stakeholders. In general, the organization
is based on consensus, where decisions are discussed in a democratic way. This attitude confirms the
cultural orientation predominantly collectivist.
The last category of analysis identified what reasons led employees to cooperate in the work
environment of the organization. The managers interviewed believe that employees cooperate due to
the admiration they have by the company and, above all, on account of it is integrated as part of a
family. These characteristics are common in collectivist cultures guidance.
Influence on Strategic Planning
The predominantly collectivist orientation positively influenced the implementation of the tool,
since it promoted the involvement of officials at the organization's strategic objectives. This
impairment is associated with employee participation in decision making, which helped to arouse
feelings of integration and cooperation in the workplace. Moreover, the way the company pays its
employees did not reveal a characteristic of great influence to the implementation of Strategic
Planning.
The motivation, according to the interviewee, is associated with the leader's ability to motivate his
team, and not only tied to financial rewards. In this regard, Schein (2009) presents four different
roles for the leader, within the Organizational Culture: animator, at early stages of the company,
creator of culture, supportive culture and change agent. In this case the leader is playing the role
of change agent, since this is a person directly responsible for implementing the Strategic
Planning.
4.1.3 Neutral versus Emotional
Cultures differ in how individuals express their emotions. You can put more emphasis on reason or
emotion, and opting for one of these alternatives will depend on the cultural approach. Thus,
culture can be neutral or affective.
In cultures with a high degree of affection the emotions are clearly demonstrated and feelings are
perceived and expressed verbally and nonverbally, through smiles and gestures, "guys
tied". (TROMPENAARS, 1994, p. 72).
Cultures affectively neutral keeps his feelings controlled and repressed, so that these can not be
visibly perceived. Individuals who share this cultural approach tend to consider feelings like
anger, delight or intensity at work as "non-professional" and physical contact, gestures
or facial expressions are often strong taboo.
Analysis of the interviews:
In the company studied, we find a cultural approach predominantly affective, in which employees
express their feelings and opinions clearly. Some passages of the respondents agree with this
perspective.
Influence on Strategic Planning
The fact that the company has a predominantly affective orientation, whose sentiments are clearly
perceived and expressed by its members, was not regarded by the respondents, an aspect that directly
impact the implementation of Strategic Planning.
4.1.4 Specific versus Diffuse
The cultures of the specific approach are characterized by objectivity and transparency. In such
cultures, work and private life are clearly separated, and management is the achievement of goals
associated with rewards (TROMPENAARS, 1994).
Moreover, in cultures diffuse everything is related to everything that is "all areas of life and
all levels of personality tends to permeate the other"(TROMPENAARS, 1994, p. 74). This approach
cultural tends to use rodeos and evasive ways of communication. The instructions are passed during
ambiguous and vague, allowing misunderstandings and erroneous trial of the individual. (TROMPENAARS,
1994).
Analysis of the interviews:
In relation to forms of communication used, it is observed that the organization values transparency,
where information and instructions are communicated clearly and directly. There are various channels
for this communication flow, such as email, bulletin boards, suggestion box, meetings and
"Squeak newsletter. The company has a great concern to convey their goals, strategies and
developments. For this, all employees have access to information and performance indicators. This
posture, the company reveals a specific orientation.
However, when questioned about their relationships, that is, as is the separation between work life
and personal, cultural orientation is predominantly diffuse, although the fact of bringing personal
issues with professionals is very linked to the personality of each individual. In general, in the
indoor environment, employees are concerned about the private lives of his colleagues.
Influence on Strategic Planning
The clear and objective manner with which the company communicates positively influenced the
implementation of the Strategic Planning. This influence is due to the fact that people need to
understand the process so that it develops, as explained by VI Interviewed: "We have to have
the understanding and participation by all because if you do not have the understanding, is the
individual, either collectively, we can not evolve in the Strategic Planning. "
Moreover, the fact that the company has a diffuse orientation, as for their interpersonal
relationships, may influence in two ways the Strategic Planning: the first is a positive influence,
given that the closeness of relationships that generates commitment of employees engage themselves
more easily to the purposes and goals of the organization. The second influence can hinder the
implementation, for, because of this proximity, there may be a misunderstanding on the part of the
subordinate, which can affect how it perceives its obligations, as exemplified by Interviewee III:
"For example, very close to the coordinator of staff, then he does not have a limit. The staff
thinks is the right to charge something sometimes ... Because of this close relationship, it is
difficult to charge the person.”
4.1.5 Conquest versus Attribution
This dimension refers to dichotomy between Conquest versus Attribution, that define how cultures
confer status.
In cultures based on conquest, the authority is justified by the knowledge possessed by the
individual and their technical skills. In this type of cultural approach, respect for the top, of
the hierarchy is based on the effectiveness of their work, and senior managers have different age
and sex.
Generally, the cultures of the attribution status is independent of specific task or function.
Decisions can be challenged only by persons of higher authority and most senior managers are men of
middle age, qualified for its history in the organization.
Analysis of the interviews:
For the concession of status, the organization is based on his plan for jobs and wages that the
employee can grow horizontally or vertically. For this growth, we use the performance evaluation as
a tool to measure the development employee. This attitude reflects an organization's orientation to
the conquest, where the employee grows due his job performance.
For the component in question, the respondents answered that way the decisions can be challenged.
They were unanimous in saying that decisions are challenged on the basis of technical and functional
aspects. The interviewee II emphasizes this issue, as can be seen in the following passage:
"Because the worst thing there is you do something because someone wants. Not that it is
necessary or that it is functional or technical. No, but I want it that way. No, but technically not
possible. But I want! I've never faced this situation here. "
Influence on Strategic Planning
The direction predominantly focused on the attribution not matched by a factor of direct influence to
implement the Strategic Plan.
4.1.6 Sequential x synchronic
The way organizations think in time represents an important dimension in how they organize their
experience and is associated with how to plan, prepare and coordinate their activities.
The time can be read sequentially, ie a series of consecutive events, or as synchronous, in which
past, present and future are interrelated, so that ideas about the future and memories of the past
shape their actions in the present.
For cultures of sequential thinking, everything has its time and place, the paths are predetermined,
with set times for completion of each stage and people tend to follow rigid schedules, performing an
activity at a time. The changes, or turbulence, in that sequence, are capable of generating
uncertainty (TROMPENAARS, 1994, p. 112-113). The time monocrônico control behavior, which
facilitates the coordination of activities and management of large systems (SCHEIN, 2009, p. 144).
In synchronous cultures, people come with several activities in parallel, its focus is on the final
goal and the steps are interchangeable (TROMPENAARS, 1994). This cultural orientation is "the
most effective way to build relationships and solve complex problems in which information is widely
dispersed and highly interactive, so that all channels have to be always open" (SCHEIN, 2009,
p. 144).
This cultural dimension also influences the quality of relationships within the organization. While
crops arranged in sequence tend to view relationships as more instrumental, focusing mainly on
increasing revenue and profit for each part of the company, synchronous cultures are more oriented
to collectivism and usually more particularistic in valuing people.
"Although our ideas about past, present and future are imperfect, they strongly influence our
thinking and these times appear subjective, always in our judgments and our decisions "
(TROMPENAARS, 1994, p. 111).
Analysis of the interviews:
The first category of analysis refers to the dichotomy x time relationships. To this end, respondents
were asked what the main requirements of the organization, whether it was demand for punctuality or
relationships were considered important. For them, both aspects are important.
Although this analytical category suggests a balance between cultural orientation and synchronous
sequential, the fact that punctuality is not something rigid tends to favor the synchronic cultural
orientation.
It is worth noting that it was with the implementation of the Strategic Planning that punctuality has
become embedded, more forcefully, in the processes of the organization. The second category of
analysis, this cultural dimension, corresponds to how tasks are performed, ie a single activity at a
time, or several activities at once. The orientation of the organization is predominantly
synchronic, because usually perform several tasks in parallel.
The dichotomy between rigidity and flexibility are the third category used to analyze this dimension.
Although the organization uses a defined methodology (Estrada Model) for the preparation of its
Strategic Plan, its implementation is focused on the ultimate goals, resulting in a flexible
approach, in which the organization allows changes and adjustments during the process. This attitude
is characteristic of synchronic orientation.
The last category of analysis raises issues pertinent to the importance that the company gives the
past, present and future. Again, the company shows approach predominantly synchronic, because
combines the three times in the process of formulating the Strategic Plan, ie, it analyzes the past
and present indicators and, from your bookmarks, makes a projection for the scenarios in coming five
years.
Influence on Strategic Planning
The dimension relating to time corresponds to one of the dimensions that most affect the
implementation of the Strategic Plan, especially by the fact influence how it will perform the
tasks, as well as determining the relationships within the organization. The synchronic orientation
requires a tight integration between the areas. For both, there was a change in company structure,
which now use an organizational structure in a matrix form, which tends to provide more dynamism and
speed in performing tasks.
4.1.7 Directed Internally versus Directed Externally
The seventh dimension considered for the study of culture corresponds to the relationship between
individuals and their environment. The guidelines in relation to nature can be classified as
"internally oriented" and "externally oriented" and has much to do with the way
people lead their lives and manage the business.
The internally oriented cultures seek to dominate nature, where success is identified as control over
external circumstances. Social relations are objective and the staff are paid according to the
complexity and difficulty of his position as well as the quality and efficiency with which they
perform their tasks.
Cultures externally directed believe that man is part of nature, and should submit to her. In this
type of culture is important to adapt to the environment, the search for competitive advantage. We
adopt a flexible stance, harmony and hospitality, in which "the feedback can change the overall
direction of the company" (TROMPENAARS, 1994, p. 141). Companies with this cultural orientation
feel more comfortable with the environmental changes, considering the crisis as an opportunity to
change.
Analysis of the interviews:
Currently, according to the managers interviewed, the company has a proactive stance towards the
environment. She is constantly innovating, concerned with the launch of new products that will
maintain its leadership position in the market, as well as ensuring that the needs and expectations
of customers are met.
Given the dynamic environment in which organizations are embedded, the way the company behaves and
deals with adversity and environmental changes also reflect its orientation in relation to nature.
In the case in study, the company see the environmental changes and crises in the sector as an
opportunity for improvement and learning.
From the analysis of the interviews, it was observed that the organization
reconciles the direction internal with external direction, because, although, even though I try to
control their environment through a proactive approach (characteristic common to direct internal),
it is also flexible and adapt to environmental changes and nuances (characteristic related to direct
foreign).
Influence on Strategic Planning
Regarding implementation of the Strategic Planning, this cultural dimension was more influenced by
the implementation of the tool that effectively influence the implementation process.
Before the adoption of planning as a management tool, the company had a reactive posture, in which
decisions were taken from discussions about events and past results. The tool has provided a
cultural change.
5. Conclusions
Strategic planning is a tool that aims to improve organizational performance by defining vision,
mission, environmental analysis and determination of objectives and strategies.
Because of the need to obtain information about the culture of the organization that make possible to
increase the effectiveness of this tool, this research aimed to describe and analyze the cultural
aspects that influence the implementation of Strategic Planning. As a result we can infer the
following conclusions:
The dimension Particularism x Universalism, the company revealed a predominance of particularistic
characteristics, evidenced mainly by the exceptions allowed the rules and informal working
environment. This cultural orientation is to feature the company's flexible approach, a factor that
contributed to the changes needed to achieve these goals, to be conducted. The particularist
orientation, in the case studied, showed a trend toward a reduction of resistance, making the
process of implementation of the Strategic Planning faster, more dynamic and effective.
- The Collectivism x Individualism is the second dimension of cultural analysis, for which the
company has demonstrated a collectivist orientation. This dimension has influenced positively
the implementation of the Strategic Planning, because promoted the involvement of employees with
the vision and strategic objectives of the organization. The employee's participation in
decision-making unit of analysis corresponds to the most influential of the cultural dimension,
since it was considered the decisive factor that had the commitment and collaboration of others
to achieve the objectives of the company. In addition to participating in decision making, it
should consider the importance of the figure of the leader to motivate and union teams. This
orientation tends to reduce the risk of rejection to the implementation of the tool and, just
like the x dimension Universalism Particularism ensures speed and efficiency to the process.
For dimension Neutral x Affective organization presented a cultural orientation predominantly
affective. Although the level of affection varies depending on the area and the profile of the
employee, in general people tend to express their feelings in a clear and warm. This aspect is not
accounted for influence in the implementation of Strategic Planning.
For the analysis of the dimension Specific x Diffuse was used as analytical categories: a) the
communication process and b) how occurs as the separation between work life and personal.
In the first unit of analysis, the company revealed a specific orientation, because use a clear and
direct language. This characteristic has positively influenced because allows the understanding of
the process and therefore reduces the anxiety arising from the change caused by the tool.
The second unit showed an attitude Diffuse. This unit of analysis in two ways influenced the
implementation of Strategic Planning. The first was a positive, because the closeness of
relationships has generated commitment of employees who have engaged with more ease to the purposes
and goals of the organization. The second was negative way, because this relationships, creates
bonds of friendship, that may hinder recovery.
For dichotomy Conquest x Attribution, the organization presented an orientation to the conquest, in
which the employee status and receive amounts based on their accomplishments within the company.
This orientation has not demonstrated a direct influence in the implementation of Strategic
Planning.
The Sequential x Synchronic dimension aims to identify how your company manages time. In this case
their orientation is predominantly synchronized and, although it considers important past and
present, its focus is on long-term actions, or in the future. This will require a great interface
between departments, due to this need the company started to use a matrix organizational structure,
allowing flexibility and dynamism of the company's operations. The dimension related to time
management can be considered one of the most impact on the implementation of the Strategic Planning,
mainly by influencing the way tasks are performed and, as it will determine the relationships within
the organization.
The last dimension considered corresponds to the Directed Internally x Directed Externally.
There is a balance between the two orientations, because even though the organization try to control
their environment through a proactive stance, it is also flexible and adapt to environmental changes
and nuances, this feature related to the external direction. This cultural dimension was more
influenced by the implementation of the tool that effectively influence the implementation process,
since with the adoption of the Strategic Planning as a management tool, the company changed from a
reactive posture to a proactive stance in relation to their environment. This cultural dimension was
reflected even in the time-related dimension, which now focus more future time.
Moreover, it is noteworthy that the same way that organizational culture influences directly the
implementation of a management tool, it also causes changes in the structure, way of thinking and
behaving individuals, ie, in their cultural patterns.
Thus, gathering information about the culture of the organization allows the implementation of a
tool, such as Strategic Planning, can be implemented effectively avoiding resistance and tapping the
potential of the company.
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