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Part 4 of this dissertation aims to provide the first empirical investigation of OA as a dynamic construct. The aim is to adopt a macro-process perspective of OA if referred to the developed framework introduced in Part 3, as this study focuses on the emergence and development of OA from a strategic initiative perspective. This is combined with a view from closer in (i.e. micro analysis focus) and the assumption that change must be seen as continuous (i.e. continuous change focus).

Part 5 of this dissertation is the second empirical investigation of OA as a dynamic construct and builds upon the findings of the first empirical study (Study 2). While Study 2 adopted a macro-process view in focusing on the development process of OA change, this study aims to go deeper to further analyze the multi-level dynamics inside the organization.

Part 3 of this dissertation aims to provide the basis for answering the primary RQ: How can the dynamics of OA be managed in distributed organizations? A systematic literature review pertaining to OA was conducted to explore the concept from a dynamic perspective (i.e. OA process research). This study also drew upon previous reviews in the field of OA (e.g. O’Reilly & Tushman, 2013; Raisch & Birkinshaw, 2008; Turner et al., 2013), which emphasized the need for dynamic-oriented research. The analysis provided an understanding of the current discussion and categorization of the conceptualizations, theoretical underpinnings, and research approaches associated with OA.

Drawing on all studies and the developed framework to manage the dynamics of OA, several theoretical as well as managerial implications can be derived. The theoretical implications aim to bring the field of OA further towards the development of a theory of OA. The managerial implications aim to provide practical advice for managers in today’s organizations. Taking together all studies and the derived management framework of OA dynamics, this dissertation has specific implications to theory and practice.

Part 2 introduces the theoretical framework, including the definition, origin, and development of the concept of OA as well as the understanding and contextual embedding of the organization, leadership, and change through which the main concept of OA is perceived and defined. Part 2 aims to guide the reader’s actual ideas and beliefs about the phenomenon being studied, as the “system of concepts, assumptions, expectations, beliefs, and theories that supports and informs your research”; it refers to a “tentative theory of what is happening and why”.

Part 7 builds a synthesis of the studies of this research project. In drawing on the findings and knowledge created throughout this dissertation, a management framework of the dynamics of OA is developed. Building on the models of each previous portion of this dissertation (studies 1–4), the aim of Part 7 is to bring together the core findings of each study in an overarching management framework.

The above-mentioned quotes exemplify important challenge that most organizations face today—the challenging situation increasingly focusing on short-term improvements while simultaneously driving long-term future-oriented initiatives. Short-term improvements involve the exploitation of old certainties, whereas long-term future-oriented initiatives are referred to as exploration of new possibilities (March, 1991).

Submitted by Luiz Nicoli Junior (luiz.nicoli@fdv.br) on 2021-02-11T19:51:23Z No. of bitstreams: 1 538-Texto do Artigo-1782-1-10-20180803.pdf: 369715 bytes, checksum: 87f14db3dfe7dd36702c482fff98641d (MD5) Approved for entry into archive by Ana Paula Galdino (repositorio@fdv.br) on 2021-06-07T20:01:01Z (GMT) No. of bitstreams: 1 538-Texto do Artigo-1782-1-10-20180803.pdf: 369715 bytes, checksum: 87f14db3dfe7dd36702c482fff98641d (MD5) Made available in DSpace on 2021-06-07T20:01:01Z (GMT). No. of bitstreams: 1 538-Texto do Artigo-1782-1-10-20180803.pdf: 369715 bytes, checksum: 87f14db3dfe7dd36702c482fff98641d (MD5) Previous issue date: 2018-04-11 Este trabalho propõe analisar, dentro do marco do Estado Democrático de Direito, tal como configurado na CRFB/1988, o dever fundamental de desobedecer diante de situações de opressão, de leis injustas e de corrupção de um governo. Esse posicionamento torna-se uma forma de pressão legítima de protesto, de desobediência contra as leis, atos ou decisões que ponham em risco os direitos fundamentais. Deve estar voltado a uma obrigação política que o cidadão necessita de ter como membro participante de um grupo, quando esgotados todos os meios para coibir práticas abusivas e arbitrárias de um governo. Cumprindo com os seus deveres como cidadão e praticando atos de cidadania e solidariedade, cada pessoa pode fazer uso da desobediência civil como forma legítima de manifestação e, ainda, como forma de cumprimento do dever fundamental de participação política This work proposes to analize the fundamental right to disobey between the boundary of the Democratic State of Law as configured at CRFB/1988 against opression, unfair laws and government corruption. It becomes a way of legal pressure protest and disobedience against the laws, acts or decision which risks the fundamental, political and social rights of the person, also it must be focused as a political obligation that the citizen must have as a part of a group when all the ways to prevent abusive government practices are over. As a citizen and accomplishing with your duties, practicing citizenship and solidarity acts, each person must make use of the civil disobedience as a legitim way of manifestation and yet as a way of accomplishment of the fundamental right and politic participation