Tensões organizacionais digitais-tradicionais nas instituições públicas argelinas: uma perspetiva da teoria das tensões organizacionais digitais-tradicionais
DOI:
https://doi.org/10.51247/st.v9i2.774Palavras-chave:
Transformação digital; administração pública; tensão organizacional; burocraciaResumo
Este estudo examina como a interação entre os sistemas digitais e as estruturas organizacionais tradicionais influencia os resultados da transformação digital nas instituições públicas e sociais argelinas. A investigação adota uma abordagem qualitativa baseada na teoria, complementada por observações quantitativas seletivas, para analisar a dinâmica organizacional para além das perspetivas puramente tecnológicas. Os dados foram recolhidos através de entrevistas semiestruturadas a 55 participantes de sete instituições e observação direta de práticas administrativas. Uma abordagem de codificação temática dirigida, orientada pela estrutura da Teoria das Tensões Organizacionais Digitais-Tradicionais (TODT), foi utilizada para identificar padrões de tensão estrutural, ambiguidade na tomada de decisões, redundância de fluxos de trabalho e ambiguidade de papéis. Os resultados revelam que a transformação digital não melhora inerentemente a eficiência. Pelo contrário, os sistemas digitais coexistem com os processos burocráticos tradicionais, levando à duplicação de fluxos de trabalho, à expansão de etapas processuais e à sobreposição de estruturas de autoridade. Esta dinâmica cria tensões organizacionais persistentes que complicam a tomada de decisões e aumentam a carga administrativa. Ao mesmo tempo, as estruturas tradicionais desempenham um papel estabilizador, mantendo a continuidade, a responsabilidade e a coerência operacional. O estudo conclui que a transformação digital nas instituições públicas deve ser entendida como um processo de tensão, e não como uma transição linear. O modelo DTOT (Transformação Digital e Tensão Organizacional) oferece uma contribuição teórica inovadora ao explicar como as lógicas digitais e tradicionais interagem para moldar os resultados institucionais. A eficácia da transformação depende da capacidade de gerir o equilíbrio entre a inovação e a estabilidade organizacional.
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Direitos de Autor (c) 2026 Hassan Madjebri
Este trabalho encontra-se publicado com a Licença Internacional Creative Commons Atribuição-NãoComercial-CompartilhaIgual 4.0.
