Inteligência artificial, abertura organizacional e capacidades dinâmicastensões e limites na reconfiguração de firmas consolidadas

Resumo

This study investigates how organizational openness and artificial intelligence influence the internal reconfiguration of consolidated Brazilian firms. Drawing on the micro foundations of dynamic capabilities, sensing, seizing, and transforming, the research examines how different openness architectures and varying stages of AI adoption affect the processes of opportunity recognition, strategic decision-making, and the reconfiguration of organizational routines, structures, and boundaries. The study adopts a qualitative and interpretive approach with abductive logic, based on seven in-depth interviews with senior executives from firms operating across five sectors. Primary data were triangulated with publicly available institutional documents from the represented organizations. Analysis followed the Gioia methodology, producing a three-level data structure, first-order categories, second-order themes, and aggregate dimensions, from which the findings were constructed. The results reveal seven central analytical patterns. First, a systemic tension between amplified sensing and constrained seizing: in six of seven cases, openness and AI expand the volume of available signals without a proportional improvement in decision-making capacity, the seizing bottleneck is human, cultural, and political, not informational. Second, the investigated firms display radical heterogeneity in their openness architectures, organized into four maturity profiles. Third, organizational culture operates as a strategic filter of seizing, where culture is blocking, AI encounters an institutional barrier regardless of its technical maturity. Fourth, AI amplifies sensing but does not resolve the seizing bottleneck in any of the cases studied. Fifth, transforming is asymmetric and conditioned by the effectiveness of the sensing–seizing chain. Sixth, AI does not function as an openness mechanism in any of the cases, it operates inside firm boundaries, not at the edge of the ecosystem. Seventh, AI governance is universally incipient: none of the firms has a dedicated, independent AI governance body. As a theoretical contribution, the study integrates the constructs of organizational openness, dynamic capabilities, and artificial intelligence in a unified empirical analysis, demonstrating that AI is a necessary but insufficient condition for the reconfiguration of dynamic capabilities, and that organizational openness moderates this relationship in a non-linear manner. As a practical contribution, the four-profile typology provides a diagnostic instrument for managers to identify their current position and the next strategic moves in terms of openness and AI adoption.

Ficha do documento

Tipo

Dissertação

Ano

2026

Instituição

Fundação Getulio Vargas

Fonte

Repositório da FGV

Idioma

Português

Acesso

Acesso aberto

Identificador

oai:repositorio.fgv.br:10438/39009

Temas

EconomiaInfraestruturaDesenvolvimento EconômicoTecnologiaGovernança

Palavras-chave

Abertura organizacionalTransformação digitalInteligência artificialCapacidades dinâmicasCompetitividadeOrganizational opennessDigital transformationArtificial intelligenceDynamic capabilitiesCompetitivenessAdministração de empresasEmpresas - Inovações tecnológicasDesenvolvimento organizacionalConcorrênciaODS 8: Trabalho decente e crescimento econômicoODS 9: Indústria, inovação e infraestrutura