Organizational Change as a Strategic Tool: The Case of a Public Organization in Brazil

Authors

  • Marcelino José Jorge
  • Frederico A. de Carvalho
  • Daniela de Souza Ferreira
  • Cristina Monken Avellar
  • Andréa da Costa Souza

Abstract

At the Instituto de Pesquisa Clínica Evandro Chagas, a public research institute, a purposeful organizational change restructured productive activities into the form of Integrated Action Programs (briefly, PAIs). Taking into account the complexity of the new format, this article defines and computes managerial indicators to temporally assess those programs. Several optimization models were specified, considering efficiency frontiers with either constant or variable returns to scale. Findings suggest that PAIs are consistent with a pro-efficiency strategic path between 2002 and 2006. To that extent both the choice of PAIs as an organizational format and the adopted strategy may be considered successful.

Author Biographies

Marcelino José Jorge

Marcelino José Jorge, DSc., Head, Cost Monitoring Section, Evandro Chagas Institute for Clinical Research, Oswaldo Cruz Foundation, Brazil.

Frederico A. de Carvalho

Frederico A. de Carvalho, DSc., Associate Professor, College of Business and Accounting, Federal University at Rio de Janeiro, Brazil.

Daniela de Souza Ferreira

Daniela de Souza Ferreira, MBA, Administrative Analyst, Cost Monitoring Section, Evandro Chagas Institute for Clinical Research, Oswaldo Cruz Foundation, Brazil.

Cristina Monken Avellar

Cristina Monken Avellar, Economist, Administrative Analyst, Cost Monitoring Section, Evandro Chagas Institute for Clinical Research, Oswaldo Cruz Foundation, Brazil.

Andréa da Costa Souza

Andréa da Costa Souza, MBA, Administrative Analyst, Cost Monitoring Section, Evandro Chagas Institute for Clinical Research, Oswaldo Cruz Foundation, Brazil.

Downloads

How to Cite

Jorge, M. J., de Carvalho, F. A., de Souza Ferreira, D., Monken Avellar, C., & da Costa Souza, A. (2014). Organizational Change as a Strategic Tool: The Case of a Public Organization in Brazil. International Public Management Review, 12(1), 85–94. Retrieved from https://ipmr.net/index.php/ipmr/article/view/96

Issue

Vol. 12 No. 1 (2011)

Section

Articles

License

Authors who publish with this journal agree to the following terms:

1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License that allows others to share the work for non-commercial use with an acknowledgement of the work's authorship and initial publication in this journal.

2. Authors and IPMR are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository, distribute it via EBSCO, or publish it in a book), with an acknowledgement of its initial publication in this journal.