Actualidade do papel da cultura organizacional em banca
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Data
2019
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Editora
Edições Universitárias Lusófonas
Resumo
À medida que nos afastamos temporalmente das crises financeiras e bancária das duas primeiras décadas do seculo XXI, aparenta
terá havido muito mais do que problemas de desregulamentação, “subprime” e alavancagem do sistema bancário internacional.
Hoje e confrontados com a morosidade do processo de “saneamento financeiro” dos NPL’s na banca, há a sensação de que as
sequelas estruturantes e então quase invisíveis são actualmente muito mais difíceis de ser ultrapassadas do que a crise financeira
em si. Porquê? Por duas razões essenciais:
Em primeiro lugar porque esses aspectos estruturantes eram e são intangíveis, quase se diria a desenvolverem-se num
“enquadramento subreal” à vida corrente das corporações.
Depois e em consequência disso mesmo, a sua percepção imediata é mais difícil quando a decisão corporativa se foca na
ultrapassagem dos estragos como única forma operacional de recuperar a identidade corporativa.
As we temporarily move away from the financial and banking crises of the first two decades of the twenty-first century, it appears that there has been much more than deregulation, subprime, and leverage of the international banking system. Today, faced with the slowness of the NPL’s “financial reorganization” process in banking, there is a deep feeling that structuring, and then almost invisible sequels are now much more difficult to overcome than the financial crisis itself. Why? For two essential reasons: In the first place, because these structuring aspects were and are intangible, it would almost be said to develop in a “subreal framework” to the current life of corporations. Then and as a consequence, their immediate perception is more difficult when the corporate decision focuses on overcoming the damages as the only operational way to recover corporate identity. Cultural values, symbolic culture and cultural behavior patterns are increasingly concepts outside the current operability of companies. For two complementary reasons: because they are not easily distinguishable from each other and because they are also inter-influenced which conditions their current feasibility.
As we temporarily move away from the financial and banking crises of the first two decades of the twenty-first century, it appears that there has been much more than deregulation, subprime, and leverage of the international banking system. Today, faced with the slowness of the NPL’s “financial reorganization” process in banking, there is a deep feeling that structuring, and then almost invisible sequels are now much more difficult to overcome than the financial crisis itself. Why? For two essential reasons: In the first place, because these structuring aspects were and are intangible, it would almost be said to develop in a “subreal framework” to the current life of corporations. Then and as a consequence, their immediate perception is more difficult when the corporate decision focuses on overcoming the damages as the only operational way to recover corporate identity. Cultural values, symbolic culture and cultural behavior patterns are increasingly concepts outside the current operability of companies. For two complementary reasons: because they are not easily distinguishable from each other and because they are also inter-influenced which conditions their current feasibility.
Descrição
R-LEGO - Revista Lusófona de Economia e Gestão das Organizações
Palavras-chave
CULTURA ORGANIZACIONAL, ORGANIZATIONAL CULTURE, COMPORTAMENTO ORGANIZACIONAL, ORGANIZATIONAL BEHAVIOUR, CRISES FINANCEIRAS, FINANCIAL CRISIS, GESTÃO, MANAGEMENT