(Co)evolução organizacional: trajetórias de regulamentação ambiental das indústrias de ferro-gusa e de silvicultura e da plantar

Tameirão, Cinthya Rocha; Rezende, Sérgio Fernando Loureiro; Castro, José Márcio de; Versiani, Ângela França

doi:10.1590/S1984-92302011000100001

Resumos

Tomando-se como referência teórica a perspectiva coevolucionária, o presente estudo tem como objetivo analisar a evolução organizacional. Considera-se que tal evolução é um fenômeno entrelaçado e, portanto, indissociável das alterações que ocorrem na população organizacional e no ambiente. Com esse enquadramento teórico, realizou-se um estudo de caso de caráter qualitativo e perspectiva longitudinal, o qual permitiu a identificação de três trajetórias interdependentes que representaram os níveis coevolucionários macro (ambiente), meso (população organizacional) e micro (organização). Os resultados da pesquisa indicam que a evolução organizacional foi marcada por múltiplos níveis causais e alteração de papéis das três trajetórias em relação à direção causal. Ademais, tais alterações se manifestaram em intervalos temporais assincrônicos. Em nível teórico, tal resultado chama atenção para a atuação, ora isolada, ora conjunta, dos mecanismos de seleção e adaptação na evolução organizacional.

Coevolução; Trajetória; Adaptação; Organizacional; Seleção organizacional

Based on the coevolutionary theoretical perspective, this article aims to analyze organizational evolution. We view this evolution as a nested phenomenon which therefore cannot be analyzed separately from the changes that emerge at the levels of the organizational population as well the environment. Based on this theoretical concept, we carried out a qualitative and longitudinal case study which enabled us to identify three interdependent trajectories that represented the macro (environment), meso (organizational population) and micro (focal organization) levels. The results of this research indicate that organizational evolution is infl uenced by multiple causal levels as well as by the alteration of the roles of the three trajectories in terms of the causal direction. In addition, we found that these alterations were manifested in different temporal lags. At the theoretical level, these results shed some light on how the mechanisms of selection and adaptation influence organizational evolution.

Coevolution; Trajectory; Organizational adaptation; Organizational selection

ARTIGO

(Co)evolução organizacional: trajetórias de regulamentação ambiental das indústrias de ferro-gusa e de silvicultura e da plantar¹ 1 Agradecemos aos dois pareceristas que, com suas críticas e sugestões, nos instigaram a produzir uma versão mais refinada do trabalho. Possíveis erros remanescentes são de nossa responsabilidade.

Organizational (Co)Evolution: environmental regulation, pig-iron and forestry industries and Plantar trajectories

Cinthya Rocha Tameirão^I, Sérgio Fernando Loureiro Rezende^II, José Márcio de Castro^III, Ângela França Versiani^IV

^IMestre em Administração pela Pontifícia Universidade Católica de Minas Gerais - PUC/MG. Professora da Universidade Federal dos Vales do Mucuri e Jequitinhonha - UFVJM, Minas Gerais/Brasil. Endereço: Rodovia MGT 367. Km 583, nº 5000, Alto da Jacuba. Diamantina/ MG CEP: 39.100-000. E-mail: crtameirao@gmail.com

^IIDoutor em Marketing pela Lancaster University. Professor da PUC/MG, Belo Horizonte/MG/Brasil. E-mail: srezende@pucminas.br

^IIIDoutor em Administração pela Universidade de São Paulo - USP. Professor da PUC/MG, Belo Horizonte/ MG/Brasil. E-mail: josemarcio@pucminas.br

^IVDoutora em Administração pela USP. Professora da PUC/MG, Belo Horizonte/MG/Brasil. E-mail: versiani@pucminas.br

RESUMO

Tomando-se como referência teórica a perspectiva coevolucionária, o presente estudo tem como objetivo analisar a evolução organizacional. Considera-se que tal evolução é um fenômeno entrelaçado e, portanto, indissociável das alterações que ocorrem na população organizacional e no ambiente. Com esse enquadramento teórico, realizou-se um estudo de caso de caráter qualitativo e perspectiva longitudinal, o qual permitiu a identificação de três trajetórias interdependentes que representaram os níveis coevolucionários macro (ambiente), meso (população organizacional) e micro (organização). Os resultados da pesquisa indicam que a evolução organizacional foi marcada por múltiplos níveis causais e alteração de papéis das três trajetórias em relação à direção causal. Ademais, tais alterações se manifestaram em intervalos temporais assincrônicos. Em nível teórico, tal resultado chama atenção para a atuação, ora isolada, ora conjunta, dos mecanismos de seleção e adaptação na evolução organizacional.

Palavras-chave: Coevolução. Trajetória. Adaptação. Organizacional. Seleção organizacional.

ABSTRACT

Based on the coevolutionary theoretical perspective, this article aims to analyze organizational evolution. We view this evolution as a nested phenomenon which therefore cannot be analyzed separately from the changes that emerge at the levels of the organizational population as well the environment. Based on this theoretical concept, we carried out a qualitative and longitudinal case study which enabled us to identify three interdependent trajectories that represented the macro (environment), meso (organizational population) and micro (focal organization) levels. The results of this research indicate that organizational evolution is infl uenced by multiple causal levels as well as by the alteration of the roles of the three trajectories in terms of the causal direction. In addition, we found that these alterations were manifested in different temporal lags. At the theoretical level, these results shed some light on how the mechanisms of selection and adaptation influence organizational evolution.

Keywords: Coevolution. Trajectory. Organizational adaptation. Organizational selection.

Texto completo disponível apenas em PDF.

Full text available only in PDF format.

Artigo recebido em 18/06/2010.

Artigo aprovado, na sua versão fi nal, em 19/10/2010.

ABBOTT, A. Time matters Chicago: University of Chicago Press, 2001.
ADRIANI, P.; McKELVEY, B. From Gaussian to Paretian thinking: causes and implications of power laws in organizations. Organization Science, v. 20, n.6, p. 1053-1071, nov./dez., 2009.
ALMEIDA, F. O bom negócio da sustentabilidade Rio de Janeiro: Nova Fronteira, 2002.
AMINZADE, R. Historical sociology and time. Sociological Methods & Research, v. 20, n. 4, p. 456-480, mai.,1992.
ANDERSON, P. Complexity theory and organization science. Organization Science, v. 10, n. 3, p. 216-232, mai./jun.,1999.
_______.; MEYER, A.; EISENHARDT, K.; CARLEY, K.; PETTIGREW, A. Introduction to the special issue: applications of complexity theory to organization science. Organization Science, v. 10, n. 3, p. 233-236, mai./jun.,1999.
BARNETT, W.; CARROLL, G. Modeling internal organizational change. Annual Review of Sociology, v. 21, p. 217-236, ago., 1995.
_______.; HANSEN, M. The Red Queen in organizational revolution. Strategic Management Journal, v. 17, p. 139-157, 1996.
BARTUNEK, J.; RYNES, S.; IRELAND, S. What makes management research interesting, and why does it matter? Academy of Management Journal, v. 49, n. 1, p. 9-15, fev., 2006.
BERGH, J. van den. Evolutionary thinking in environmental economics. Journal of Evolutionary Economics, v. 17, n. 5, p. 521-549, 2007.
_______,; STAGL, S. Coevolution of economic behavior and institutions: towards a theory of institutional change. Journal of Evolutionary Economics, v. 13, n. 3, p. 289-317, 2003.
BOSCH, F. van den.; VOLBERDA, H.; BOER. Coevolution of fi rm absortive capacity and knowledge environment: organization forms and combinative capabilities. Organization Science, v. 10, n. 5, p. 551-568, set./out., 1999.
BROMILEY, P.; PAPENHAUSEN, C. Assumptions of rationality and equilibrium in strategy research: the limits of traditional economic analysis. Strategic Organization, v. 1, n. 4, p. 413-437, nov., 2003.
BURGELMAN, R.; GROVE, A. Let chaos reign, then rein in chaos - repeatedly: managing strategic dynamics for corporate longevity. Strategic Management Journal, v. 28, n. 10, p. 965-979, out., 2007.
CHILD, J. Organizational structure, environment and performance: the role of strategic choice. Sociology, v. 6, n. 1, p. 01-22, jan., 1972.
CHILES, T.; MEYER, A.; HENCH, T. Organization emergence: the origin and transformation of Branson, Missouri's musical theaters. Organization Science, v. 15, n. 5, p. 499-519, set./out., 2004.
DERFUS, P.; MAGGITTI, P.; GRIMM, C.; SMITH, K. The Red Queen effect: competitive actions and firm performance. Academy of Management Journal, v. 51, n.1, p. 61-80, fev., 2008.
DIMAGGIO, P.; POWELL, W. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, v. 48, p. 147-160, abr.,1983.
DJELIC, M.; AINAMO, A.. The coevolution of new organizational forms in the Fashion Industry: a historical and comparative study of France, Italy, and the United States. Organization Science, v. 10, n. 5, p. 622-637, set./out., 1999.
DOOLEY, K.; VAN DE VEN, A. Explaining complex organizational dynamics. Organization Science, v.10, n.3, p.358-372, mai./jun., 1999.
EISENHARDT, K. Bulding theories from case study research, Academy of Management Review, v. 14, n. 4, p. 532-50, 1989.
FERREIRA, F. Potencialidades da análise histórica nos estudos organizacionais brasileiros. RAE, v. 50, n. 1, p. 37-47, jan./mar., 2010.
FLIER, B.; VAN DEN BOSCH , F.; VOLBERDA, H. Co-evolution in strategic renewal behaviour of British, Dutch and French fi nancial incumbents: interaction of environmental selection, institutional effects and managerial intentionality. Journal of Management Studies, v. 40, n. 8, p. 2163-2187, dez., 2003.
FONSECA, V. A abordagem institucional nos estudos organizacionais: bases conceituais e desenvolvimentos contemporâneos. In: VIEIRA, M.; CARVALHO, C. Organizações, instituições e poder no Brasil Rio de Janeiro: FGV, 2003. p.47-66.
GAVETTI, G.; RIVKIN, J. On the origin of strategy: action and cognition over time. Organization Science, v. 18, n. 3, p. 420-439, mai./jun., 2007.
GEORGE, A.; BENNETT A. Case studies and theory development in the social sciences Cambridge : MIT Press, 2005.
GERSICK, C. Revolutionary change theories: a multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, v. 16, n. 1, p. 10-36, 1991.
HANNAN, M.; FREEMAN, J. The population ecology of organizations. American Journal of Sociology, v. 82, n. 5, p. 929-964, mar., 1977.
HENDERSON, A.; STERN, I. Selection-based learning: the coevolution of internal and external selection in high-velocity environments. Administrative Science Quarterly, v. 49, n. 1, p. 39-75, mar., 2004.
HITT, M.; BEAMISH, P.; JACKSON, S.; MATHIEU, J. Building theoretical and empirical bridges across levels: multilevel research in management. Academy of Management Journal, v. 50, n. 6, p. 1385-1399, 2007.
KING, B.; FELIN, T.; WHETTEN, D. Finding the organization in organizational theory: a meta-theory of the organization as a social actor. Organization Science, v. 21, n. 1, p. 290-305, jan./fev., 2010.
KLEIN, K.; DANSEREAU, F.; HALL, R. Levels issues in theory development, data collection, and analysis. Academy of Management Review, v. 19, n. 2, p. 195-229, 1994.
KOZA, M.; LEWIN, A. The co-evolution of strategic alliances. Organization Science, v. 9, n. 3, p. 255-264, mai., 1999.
KOZA, M.; LEWIN, A.. The coevolution of network alliances: a longitudinal analysis of an international professional service network. Organization Science, v. 10, n. 5, p.638-653, set./out., 1999.
KOZLOWSKI, S.; KLEIN, K. A multilevel approach to theory and research in organizations: contextual, temporal, and emergent processes. In: KLEIN, K.; KOZLOWSKI, S. (Eds.). Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions San Francisco, California: Jossey-Bass, 2000. p. 3-90.
LANGLEY, A. Strategies for theorizing from process data. Academy of Management Review, v. 24, n. 4, p. 691-710, 1999.
LEWIN, A.; LONG, C.; CARROLL, T. The coevolution of new organizational forms. Organization Science, v. 10, n. 5, p. 535-550, set./out., 1999.
LEWIN, A.; VOLBERDA, H. Prolegomena on coevolution: a framework for research on strategy and new organizational forms. Organization Science, v. 10 n. 5, p. 519-534, set./out., 1999.
LICHTENSTEIN, B. Self-organized transitions: a pattern amid the chaos of transformative change. Academy of Management Executive, v. 14, n. 2, p. 128-141, 2000.
MADSEN, T.; McKELVEY, B. Darwinian dynamic capability: performance of balanced intrafirm selection processes. Academy of Management Meetings, Cincinnati, Ohio, p. 26-30, ago., 1996.
MAHONEY, J. Path dependence in historical sociology. Theory and society, v. 29, n. 4, p. 507-548, ago., 2000.
MARCH, J. Exploration and exploitation in organizational learning. Organization Science, v. 2, n. 1, p. 71-87, fev., 1991.
MARCH, J. Rationality, foolishness, and adaptive intelligence. Strategic Management Journal, v. 27, n. 3, p. 201-214, mar., 2006.
MARCH, J.; SPROULL, L.; TAMUZ, M. Learning from samples of one or fewer. Organization Science, v. 2, n. 1, p. 1-13, fev., 1991.
McGAHAN, A. Academic research that matters to managers: on zebras, dogs, lemmings, hammers and turnips. Academy of Management Journal, v. 50, n. 4, p. 748-753, 2007.
McKELVEY, B. Quasi-natural organization science. Organization Science, v. 8, n. 4, p. 352-77, jul./ago., 1997.
McKELVEY, B. Avoiding complexity catastrophe in coevolutionary pockets: strategies for rugged landscapes. Organization Science, v. 10, n. 3, p. 294-321, mai./jun., 1999.
McKELVEY, B. Postmodernism vs. truth in management theory. In: LOCKE, E. (Ed.). Post: modernism & management: pros, cons and alternatives. Amsterdam: NL Elsevier, 2002. p.113-168.
McKELVEY, B. Toward a complexity science of entrepreneurship. Journal of Business Venturing, v. 19, n. 3, p. 313-341, mai., 2004.
McKELVEY, B Managing coevolutionary dynamics. 18th EGOS Conference, Barcelona, 2002b. Disponível em: <http://www.billmckelvey.org/comp_papers.html> Acesso em: 6 maio 2006.
MEYER, A.; BROOKS, G.; GOES, J. Environmental jolts and industry revolutions: organizational responses to discontinuous change. Strategic Management Journal, v. 11, p. 93-110, 1990.
MEYER, A.; GABA, V.; COLWELL, K. Organizing far from equilibrium: nonlinear change in organizational fi elds. Organization Science, v. 16, n. 5, p. 456-473, set./out., 2005.
NELSON, R. Recent evolutionary theorizing about economic change. Journal of Economic Literature, v. 33, n. 1, p. 48-90, mar., 1995.
NORGAARD, R. Coevolutionary development potential. Land Economics, v. 60, n. 2, p. 160-73, mai., 1984.
PELI, G. Fit by founding, fi t by adaptation: reconciling confl icting organization theories with logical formatization. Academy of Management Review, v. 34, n. 2, p. 343-360, 2009.
PETTIGREW, A. Longitudinal fi eld research on change: theory and practice. Organization Science, v. 1, n. 3, p. 267-291, ago., 1990.
PIERSON, P. Politics in time: history, institutions and social analysis. Princeton: Princeton University Press, 2004.
QUADROS, J.; FONSECA, A.; ROFFANO, A.; RAMOS, F. Incentivos fiscais e a pesquisa florestal no Brasil Brasília: IBDF, 1985.
RODRIGUES, S.; CHILD, J. Co-evolution in an institutionalized environment. Journal of Management Studies, v. 40, n. 8, p. 2137-62, dez., 2003.
RODRIGUES, S.; CHILD, J. Corporate co-evolution: a political perspective. Oxford: Wiley, 2008.
ROND, M.; THIETART, R. A. Choice, chance, and inevitability in strategy. Strategic Management Journal, v. 28, n. 5, p. 535-551, mai., 2007.
RUGMAN, A.; VERBEKE, A. Environmental policy and international business. In: RUGMAN, A.; BREWER, T. (Eds.). The Oxford handbook of international business Oxford: Oxford University Press, 2001. p. 537-557.
SCHMIDHEINY, S. Mudando o rumo: uma perspectiva empresarial global sobre o desenvolvimento e meio ambiente. Rio de Janeiro: FGV, 1992.
TEECE, D.; PISANO, G.; SHUEN, A. Dynamic capabilities and strategic management. Strategic Management Journal, v. 18, n. 7, p. 509-533, ago., 1997.
VAN DE VEN, A.; ENGLEMAN, R. Eventand outcome-driven explanations of entrepreneurship. Journal of Business Venturing, v. 19, n. 3, p. 343-358, mai., 2004.
VOLBERDA, H.; BADEN-FULLER, C.; van den BOSCH, F. Mastering strategic renewal: mobilizing renewal journeys in multi-unit firms. Long Range Planning, v. 34, n. 2, p. 159-178, abr., 2001.
VOLBERDA, H.; LEWIN, A. Co-evolutionary dynamics within and between firms: from evolution to co-evolution. Journal of Management Studies, v. 40, n. 8, p. 2111-36, dez., 2003.
WEICK, K. The social psychology of organizing 2. ed. New York: McGraw-Hill, 1979.
WINDER, N.; McINTOSCH, B.; JEFFREY, P. The origin, diagnostic attributes and practical application of co-evolutionary theory. Ecological Economics, v. 54, n. 4, p. 347-361, set., 2005.

1

Agradecemos aos dois pareceristas que, com suas críticas e sugestões, nos instigaram a produzir uma versão mais refinada do trabalho. Possíveis erros remanescentes são de nossa responsabilidade.

Datas de Publicação

Publicação nesta coleção
04 Set 2014
Data do Fascículo
Mar 2011

Histórico

Aceito
19 Out 2010
Recebido
18 Jun 2010

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

[1] ABBOTT, A. Time matters Chicago: University of Chicago Press, 2001.

[2] ADRIANI, P.; McKELVEY, B. From Gaussian to Paretian thinking: causes and implications of power laws in organizations. Organization Science, v. 20, n.6, p. 1053-1071, nov./dez., 2009.

[3] ALMEIDA, F. O bom negócio da sustentabilidade Rio de Janeiro: Nova Fronteira, 2002.

[4] AMINZADE, R. Historical sociology and time. Sociological Methods & Research, v. 20, n. 4, p. 456-480, mai.,1992.

[5] ANDERSON, P. Complexity theory and organization science. Organization Science, v. 10, n. 3, p. 216-232, mai./jun.,1999.

[6] _______.; MEYER, A.; EISENHARDT, K.; CARLEY, K.; PETTIGREW, A. Introduction to the special issue: applications of complexity theory to organization science. Organization Science, v. 10, n. 3, p. 233-236, mai./jun.,1999.

[7] BARNETT, W.; CARROLL, G. Modeling internal organizational change. Annual Review of Sociology, v. 21, p. 217-236, ago., 1995.

[8] _______.; HANSEN, M. The Red Queen in organizational revolution. Strategic Management Journal, v. 17, p. 139-157, 1996.

[9] BARTUNEK, J.; RYNES, S.; IRELAND, S. What makes management research interesting, and why does it matter? Academy of Management Journal, v. 49, n. 1, p. 9-15, fev., 2006.

[10] BERGH, J. van den. Evolutionary thinking in environmental economics. Journal of Evolutionary Economics, v. 17, n. 5, p. 521-549, 2007.

[11] _______,; STAGL, S. Coevolution of economic behavior and institutions: towards a theory of institutional change. Journal of Evolutionary Economics, v. 13, n. 3, p. 289-317, 2003.

[12] BOSCH, F. van den.; VOLBERDA, H.; BOER. Coevolution of fi rm absortive capacity and knowledge environment: organization forms and combinative capabilities. Organization Science, v. 10, n. 5, p. 551-568, set./out., 1999.

[13] BROMILEY, P.; PAPENHAUSEN, C. Assumptions of rationality and equilibrium in strategy research: the limits of traditional economic analysis. Strategic Organization, v. 1, n. 4, p. 413-437, nov., 2003.

[14] BURGELMAN, R.; GROVE, A. Let chaos reign, then rein in chaos - repeatedly: managing strategic dynamics for corporate longevity. Strategic Management Journal, v. 28, n. 10, p. 965-979, out., 2007.

[15] CHILD, J. Organizational structure, environment and performance: the role of strategic choice. Sociology, v. 6, n. 1, p. 01-22, jan., 1972.

[16] CHILES, T.; MEYER, A.; HENCH, T. Organization emergence: the origin and transformation of Branson, Missouri's musical theaters. Organization Science, v. 15, n. 5, p. 499-519, set./out., 2004.

[17] DERFUS, P.; MAGGITTI, P.; GRIMM, C.; SMITH, K. The Red Queen effect: competitive actions and firm performance. Academy of Management Journal, v. 51, n.1, p. 61-80, fev., 2008.

[18] DIMAGGIO, P.; POWELL, W. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, v. 48, p. 147-160, abr.,1983.

[19] DJELIC, M.; AINAMO, A.. The coevolution of new organizational forms in the Fashion Industry: a historical and comparative study of France, Italy, and the United States. Organization Science, v. 10, n. 5, p. 622-637, set./out., 1999.

[20] DOOLEY, K.; VAN DE VEN, A. Explaining complex organizational dynamics. Organization Science, v.10, n.3, p.358-372, mai./jun., 1999.

[21] EISENHARDT, K. Bulding theories from case study research, Academy of Management Review, v. 14, n. 4, p. 532-50, 1989.

[22] FERREIRA, F. Potencialidades da análise histórica nos estudos organizacionais brasileiros. RAE, v. 50, n. 1, p. 37-47, jan./mar., 2010.

[23] FLIER, B.; VAN DEN BOSCH , F.; VOLBERDA, H. Co-evolution in strategic renewal behaviour of British, Dutch and French fi nancial incumbents: interaction of environmental selection, institutional effects and managerial intentionality. Journal of Management Studies, v. 40, n. 8, p. 2163-2187, dez., 2003.

[24] FONSECA, V. A abordagem institucional nos estudos organizacionais: bases conceituais e desenvolvimentos contemporâneos. In: VIEIRA, M.; CARVALHO, C. Organizações, instituições e poder no Brasil Rio de Janeiro: FGV, 2003. p.47-66.

[25] GAVETTI, G.; RIVKIN, J. On the origin of strategy: action and cognition over time. Organization Science, v. 18, n. 3, p. 420-439, mai./jun., 2007.

[26] GEORGE, A.; BENNETT A. Case studies and theory development in the social sciences Cambridge : MIT Press, 2005.

[27] GERSICK, C. Revolutionary change theories: a multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, v. 16, n. 1, p. 10-36, 1991.

[28] HANNAN, M.; FREEMAN, J. The population ecology of organizations. American Journal of Sociology, v. 82, n. 5, p. 929-964, mar., 1977.

[29] HENDERSON, A.; STERN, I. Selection-based learning: the coevolution of internal and external selection in high-velocity environments. Administrative Science Quarterly, v. 49, n. 1, p. 39-75, mar., 2004.

[30] HITT, M.; BEAMISH, P.; JACKSON, S.; MATHIEU, J. Building theoretical and empirical bridges across levels: multilevel research in management. Academy of Management Journal, v. 50, n. 6, p. 1385-1399, 2007.

[31] KING, B.; FELIN, T.; WHETTEN, D. Finding the organization in organizational theory: a meta-theory of the organization as a social actor. Organization Science, v. 21, n. 1, p. 290-305, jan./fev., 2010.

[32] KLEIN, K.; DANSEREAU, F.; HALL, R. Levels issues in theory development, data collection, and analysis. Academy of Management Review, v. 19, n. 2, p. 195-229, 1994.

[33] KOZA, M.; LEWIN, A. The co-evolution of strategic alliances. Organization Science, v. 9, n. 3, p. 255-264, mai., 1999.

[34] KOZA, M.; LEWIN, A.. The coevolution of network alliances: a longitudinal analysis of an international professional service network. Organization Science, v. 10, n. 5, p.638-653, set./out., 1999.

[35] KOZLOWSKI, S.; KLEIN, K. A multilevel approach to theory and research in organizations: contextual, temporal, and emergent processes. In: KLEIN, K.; KOZLOWSKI, S. (Eds.). Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions San Francisco, California: Jossey-Bass, 2000. p. 3-90.

[36] LANGLEY, A. Strategies for theorizing from process data. Academy of Management Review, v. 24, n. 4, p. 691-710, 1999.

[37] LEWIN, A.; LONG, C.; CARROLL, T. The coevolution of new organizational forms. Organization Science, v. 10, n. 5, p. 535-550, set./out., 1999.

[38] LEWIN, A.; VOLBERDA, H. Prolegomena on coevolution: a framework for research on strategy and new organizational forms. Organization Science, v. 10 n. 5, p. 519-534, set./out., 1999.

[39] LICHTENSTEIN, B. Self-organized transitions: a pattern amid the chaos of transformative change. Academy of Management Executive, v. 14, n. 2, p. 128-141, 2000.

[40] MADSEN, T.; McKELVEY, B. Darwinian dynamic capability: performance of balanced intrafirm selection processes. Academy of Management Meetings, Cincinnati, Ohio, p. 26-30, ago., 1996.

[41] MAHONEY, J. Path dependence in historical sociology. Theory and society, v. 29, n. 4, p. 507-548, ago., 2000.

[42] MARCH, J. Exploration and exploitation in organizational learning. Organization Science, v. 2, n. 1, p. 71-87, fev., 1991.

[43] MARCH, J. Rationality, foolishness, and adaptive intelligence. Strategic Management Journal, v. 27, n. 3, p. 201-214, mar., 2006.

[44] MARCH, J.; SPROULL, L.; TAMUZ, M. Learning from samples of one or fewer. Organization Science, v. 2, n. 1, p. 1-13, fev., 1991.

[45] McGAHAN, A. Academic research that matters to managers: on zebras, dogs, lemmings, hammers and turnips. Academy of Management Journal, v. 50, n. 4, p. 748-753, 2007.

[46] McKELVEY, B. Quasi-natural organization science. Organization Science, v. 8, n. 4, p. 352-77, jul./ago., 1997.

[47] McKELVEY, B. Avoiding complexity catastrophe in coevolutionary pockets: strategies for rugged landscapes. Organization Science, v. 10, n. 3, p. 294-321, mai./jun., 1999.

[48] McKELVEY, B. Postmodernism vs. truth in management theory. In: LOCKE, E. (Ed.). Post: modernism & management: pros, cons and alternatives. Amsterdam: NL Elsevier, 2002. p.113-168.

[49] McKELVEY, B. Toward a complexity science of entrepreneurship. Journal of Business Venturing, v. 19, n. 3, p. 313-341, mai., 2004.

[50] McKELVEY, B Managing coevolutionary dynamics. 18th EGOS Conference, Barcelona, 2002b. Disponível em: <http://www.billmckelvey.org/comp_papers.html> Acesso em: 6 maio 2006.

[51] MEYER, A.; BROOKS, G.; GOES, J. Environmental jolts and industry revolutions: organizational responses to discontinuous change. Strategic Management Journal, v. 11, p. 93-110, 1990.

[52] MEYER, A.; GABA, V.; COLWELL, K. Organizing far from equilibrium: nonlinear change in organizational fi elds. Organization Science, v. 16, n. 5, p. 456-473, set./out., 2005.

[53] NELSON, R. Recent evolutionary theorizing about economic change. Journal of Economic Literature, v. 33, n. 1, p. 48-90, mar., 1995.

[54] NORGAARD, R. Coevolutionary development potential. Land Economics, v. 60, n. 2, p. 160-73, mai., 1984.

[55] PELI, G. Fit by founding, fi t by adaptation: reconciling confl icting organization theories with logical formatization. Academy of Management Review, v. 34, n. 2, p. 343-360, 2009.

[56] PETTIGREW, A. Longitudinal fi eld research on change: theory and practice. Organization Science, v. 1, n. 3, p. 267-291, ago., 1990.

[57] PIERSON, P. Politics in time: history, institutions and social analysis. Princeton: Princeton University Press, 2004.

[58] QUADROS, J.; FONSECA, A.; ROFFANO, A.; RAMOS, F. Incentivos fiscais e a pesquisa florestal no Brasil Brasília: IBDF, 1985.

[59] RODRIGUES, S.; CHILD, J. Co-evolution in an institutionalized environment. Journal of Management Studies, v. 40, n. 8, p. 2137-62, dez., 2003.

[60] RODRIGUES, S.; CHILD, J. Corporate co-evolution: a political perspective. Oxford: Wiley, 2008.

[61] ROND, M.; THIETART, R. A. Choice, chance, and inevitability in strategy. Strategic Management Journal, v. 28, n. 5, p. 535-551, mai., 2007.

[62] RUGMAN, A.; VERBEKE, A. Environmental policy and international business. In: RUGMAN, A.; BREWER, T. (Eds.). The Oxford handbook of international business Oxford: Oxford University Press, 2001. p. 537-557.

[63] SCHMIDHEINY, S. Mudando o rumo: uma perspectiva empresarial global sobre o desenvolvimento e meio ambiente. Rio de Janeiro: FGV, 1992.

[64] TEECE, D.; PISANO, G.; SHUEN, A. Dynamic capabilities and strategic management. Strategic Management Journal, v. 18, n. 7, p. 509-533, ago., 1997.

[65] VAN DE VEN, A.; ENGLEMAN, R. Eventand outcome-driven explanations of entrepreneurship. Journal of Business Venturing, v. 19, n. 3, p. 343-358, mai., 2004.

[66] VOLBERDA, H.; BADEN-FULLER, C.; van den BOSCH, F. Mastering strategic renewal: mobilizing renewal journeys in multi-unit firms. Long Range Planning, v. 34, n. 2, p. 159-178, abr., 2001.

[67] VOLBERDA, H.; LEWIN, A. Co-evolutionary dynamics within and between firms: from evolution to co-evolution. Journal of Management Studies, v. 40, n. 8, p. 2111-36, dez., 2003.

[68] WEICK, K. The social psychology of organizing 2. ed. New York: McGraw-Hill, 1979.

[69] WINDER, N.; McINTOSCH, B.; JEFFREY, P. The origin, diagnostic attributes and practical application of co-evolutionary theory. Ecological Economics, v. 54, n. 4, p. 347-361, set., 2005.