Olívia Trevisani Bertolini
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Jefferson Marlon Monticelli
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Ivan Lapuente Garrido
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Jorge Renato Verschoore
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Miriam Henz
Purpose
This paper aims to analyze how strategizing practices can legitimate construction of public sector policy. The Porto Alegre Film Commission was set up as part of a strategy to increase the city’s competitiveness as a tourism destination. The municipal government engaged with private and public stakeholders and embarked on a collective process of policy construction.
Design/methodology/approach
The authors based their research on two theoretical lenses from business administration theory: strategy as practice (SaP) and neo-institutional theory (NIT), whereby SaP attempts to explain formation and implementation of strategy on the basis of a process that seeks a collective result, whereas NIT reveals the limits of this formation and implementation, attributing the process to influences of power and legitimacy. Thus, the authors get a more accurate view of the actors and the system of governance, considering the in-built reflexivity of these relationships and their capacity to change institutional arrangements. The authors conducted an in-depth case study with a qualitative approach, using semi-structured interviews, participatory observation and documentary analysis.
Findings
The results revealed the role played by the government and how practices used in the strategizing process ensured the legitimacy of public sector policy formulation and engaged private and public stakeholders.
Research limitations/implications
The authors recognize limitations such as the investigation being set in a single country and responses based on the interviewees’ perceptions of momentum. It would be interesting to undertake cross-national comparisons using empirical data that allow comparison of film commissions with different relationships between strategizing, power and politics.
Practical implications
This case study analyzed the relationship between formal institutional agents and the strategies adopted to create and run the Porto Alegre Film Commission (PAFC), positioning Porto Alegre as a destination for film and video production and, reflexively, making it more attractive to tourists interested in getting to know the locations where publicity campaigns, films and soap operas were filmed. This formal institution agent was converted into a strategic catalyzer to influence the institutional issues in a creative industry in which trade associations and firms had encountered difficulties when they attempted to set up a film commission alone.
Social implications
The evidence compiled showed that the practices, besides being strategic, were enacted in a specific context and directed toward results and survival of the PAFC. The practices shaped the results, because they were constructed together with other actors, achieving legitimacy through collaborative development of practices and targeting survival by establishing governance structures capable of riding out periods of political transition. In short, the collective construction of the PAFC policy, led by the public sector, legitimized it in the eyes of society.
Originality/value
This study furthers the discussion about strategizing in an organizational field marked by power relationships and how their consequences can affect society in general. There is a need to take a closer look at the implications of strategizing for power relationships and how the consequences can influence the organizational field.
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