outras leituras

An organization's 'strategy' may be regarded as a cultural form or forms, in so far as it comprises a set of truths, a linguistic structure and a system of ideas, values and beliefs (see above for full list). Strategies, like Sir Bob's sectorization strategy, are also myths. This has been noted by people like Van Buskirk (1989: 255), who writes: 'Corporate sttategies themselves have a 'mythic quality' which provides hopeful images of the future and self esteem for the strategists.'Again, the following definitions of myths from a wide variety of 'sources would do equally well as definitions of strategy (indeed they give a textura I quaIity to strategy that rational-scientific accounts often miss). Implicit in this is the notion that good myths probably make good strategies!·'Myths are a body of likeIy stories which emerge from the life of any group and which enabIe a group to understand its past and present and thereby its future.'·Myths are the structural categories within which people think; they are systematic ways of seeing, understanding and reacting to the world.·Myths are the concrete expression of the collective imagination.·Myths are collectively vaIued purposes.·Myths define the realm of possibility.·'The myth is the story that we tell to expIain the nature of our reality.'·Myths are shaping visions, and symbolic scenarios.