This article presents the results of a research that aimed to analyze the strategic actions undertaken by a state enterprise of the Brazilian electric sector which led to strategic change in the organization during the period comprised between 1990 and 2004. In this way, were used the dimensions of context, content and process, as suggested by Pettigrew (1987) for research on strategic change. The research is characterized as a qualitative case study with a longitudinal perspective of analysis. Data were collected through interviews, direct observation and document analysis. It was concluded that the period analyzed in this research was very turbulent for the sector and also for the company, which led to several changes that modified the strategic behavior of the company and its competitiveness, revealed by the dynamic interaction between context, content and process. Although the company is part of a highly institutionalized environment, which normally characterizes the environmental determinism inherent in the Brazilian Electricity Sector, the strategic shift in the organization also occurred through a deliberate process, characterized by the managerial intention to guide the change process.
strategic change; corporate strategy; Brazilian electricity sector
