The article analyses the frequency and intensity of the factors on the organizational environment and compares the relation among this and the strategic behavior from 122 inns of the Great ...Florianópolis (SC). A quantitative approach with asurvey strategy was chosen, using multi varied exploratory methods. The factors with a higher frequency on the decision process were "politics" and "technology", while "Embratur" is the one that comes on a lower frequency. As the intensity, the ones that were most considered were "legislation" and "social". It has also been noticed that the companies that consider with higher frequency on the decision process "politics" and "Embratur" have adopted a prospector or analyst behavior and the ones that consider "technology" adopt a defensive program. As the perception of the changes intensity while considering "technology", "competitors" and "suppliers" together adopt an analyst behavior and when they consider the factor "politics" they adopt a defensive factor. It has been observed that the behavior adopted by the managers when frequency and intensity have been analyzed, are distinct. If the focus of the decision taker is the changes frequency, the behavior will be the prospector or analyst, if it is the intensity, the behavior will be the analyst. This paper brings new evidences on how the organizations interpret their environments and how they behave. As a practical contribution it instigates the managers to a reflection on the context influence over the strategic behavior.
O artigo analisa freqüência e intensidade dos fatores no ambiente organizacional e compara a relação entre este e comportamento estratégico de 122 pousadas na Grande Florianópolis(SC). Optou-se pela abordagem quantitativa com estratégia survey, utilizando métodos exploratórios multivariados. Os fatores com maior freqüência no processo de decisão foram "política" e "tecnologia", enquanto "Embratur" é a que aparece com menor freqüência. Quanto à intensidade, aqueles mais considerados foram "legislação" e "sociais". Identificou-se também que as empresas que consideram com maior freqüência, no processo de decisão, "política" e "Embratur", adotam comportamento prospector ou analista e aquelas que consideram "tecnologia" adotam comportamento defensivo. Quanto à percepção da intensidade das mudanças, quando consideram "tecnologia", "concorrentes" e "fornecedores", em conjunto, adotam comportamento analista e quando consideram o fator "política" adotam comportamento defensivo. Observou-se que o comportamento adotado pelos gestores quando analisadas freqüência e intensidade são distintos. Se o foco do tomador de decisão for à freqüência das mudanças, o comportamento será o prospector ou analista, se for à intensidade, o comportamento será o analista. Este trabalho traz novas evidências sobre como as organizações interpretam seus ambientes e se comportam. Como contribuição prática instiga os gestores a uma reflexão sobre a influência do contexto no comportamento estratégico.
Throughout the history of mankind, the supply and production of food have been basic economic activities in all civilizations. Food is intimately connected with social and ethnic group, one’s way of ...life, with the family and its financial position. The food of the majority of the Slovenian population in the Twentieth Century was inadequate and monotonous. Although the quantity of food available was adequate, it lacked numerous staples for which cheaper ingredients were substituted. Changes in Slovene diet were mainly connected with the greater mobility of the rural population, employment in the towns, and faster circulation of goods in the 1960s and 1970s. For the most of Slovene population food become more easily accessible as in the past, in comparison to other items, food expense decreased considerably.
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