Abstract
The organizational environment may require changes in a company. These changes can occur based on the desire of its managers, the behavior of its members and its organizational culture. The objective of this study was to explain the link between the behavioral dynamics in the redesign of the hight level of a big company and the reshaping of its management controls, using empirical evidence and the action research approach. The action research approach (Lewin's Change Model) was adopted, along with analysis by two management accountants (academic) and a psychologist. The organization was selected from a consulting engagement for 2011-2013, which involved direct contact with the general manager, executive managers, and other workers (25 executives). It is a case study of a leading Brazilian distributor (beverage industry). The founder was able to create an executive group with 13 members, after planning for several changes in various cultural aspects, and adapted organizational roles. The results showed that some executives changed their positions; most employees had positive reactions to the formation of the executive group. The approach (action research), provided an important contribution, in terms of participants and implementation of an executive group (high level).
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
