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A. R. do Rosário Contani and K. De Déa Roglio
The discussion of sustainability, given the landscape that the sharing economy
modifies, advances to the reflection on its role in the scenario formed. According to
Cohen and Kietzmann (2014), the clash between public agents and market-oriented
organizations gains strength through the advent of the sharing economy. The advocates of sharing companies sustain that they are organizations that collaborate for
economic opportunities, sustainable consumption, and a broader sustainable, equitable and decentralized economy (Heinrichs 2013; Martin 2016). Notwithstanding,
critics use the lack of market regulation, the strengthening of neoliberalism, and
incoherent innovation to sustain their beliefs that this model is not feasible (Martin
2016). This issue becomes sensitive when regulation can be used as a limiting agent
of sustainability and have its development stimulated to foster barriers and economic
pressures that conflict with the spirit of sharing (Belk 2010; Martin 2016). In this
sense, values of altruistic nature can be lost, and it becomes necessary to develop
strategies for their preservation.
2.2 Decision-Making
Decision-making is discussed with an explanatory principle whose objective is not
only to make a description of reality, but also to recognize the process of interpretation and construction of meaning into a reality within a community (Chia 1994).
Chia (1994) aimed to deconstruct the foundations on which the previous perspectives
are based and establish a new theoretical construction grounded on an interpretative
process. The recall of the original concept of the term decision as an incision allows
the researcher to adopt a new ontological position. This phenomenon can be understood as a flow of experiences that suffers a rupture, moment in which there is an
opportunity to make sense of the decision (Chia 1994).
Although the relations between politics and power have been widely discussed in
the literature (Eisenhardt and Zbaracki 1992), some peculiarities of this configuration
in the decision-making plan of organizations deserve to be highlighted. The power
and interests of stakeholders conduct both the processes and the results of strategic
decision-making (Child et al. 2010). In this sense, politics can be considered as the
process of influence and power in the form of persuasion. When studying the political
behavior of a decision, what should be considered are the previous conditions and
the consequences on organizational performance (Child et al. 2010).
Nevertheless, moral ethos does not arise from individual principles: it is based
on social relations among corporate agents (Jackall 1988). As one ascends the hierarchical levels, Jackall (1988) points to the need to acquire symbolic dexterity and
readily mold oneself to a legitimate reality about what should be done. Instrumental
rationality guarantees to ambitious managers the legitimacy to lead public opinion
towards a convincing way of interpreting their actions.
Likewise, the morality outside the organization differs from internal practices, as
bureaucracies constitute a socially accepted morality through manipulation of interests before public opinion. In other words, management decisions take into account
A. R. do Rosário Contani and K. De Déa Roglio
The discussion of sustainability, given the landscape that the sharing economy
modifies, advances to the reflection on its role in the scenario formed. According to
Cohen and Kietzmann (2014), the clash between public agents and market-oriented
organizations gains strength through the advent of the sharing economy. The advocates of sharing companies sustain that they are organizations that collaborate for
economic opportunities, sustainable consumption, and a broader sustainable, equitable and decentralized economy (Heinrichs 2013; Martin 2016). Notwithstanding,
critics use the lack of market regulation, the strengthening of neoliberalism, and
incoherent innovation to sustain their beliefs that this model is not feasible (Martin
2016). This issue becomes sensitive when regulation can be used as a limiting agent
of sustainability and have its development stimulated to foster barriers and economic
pressures that conflict with the spirit of sharing (Belk 2010; Martin 2016). In this
sense, values of altruistic nature can be lost, and it becomes necessary to develop
strategies for their preservation.
2.2 Decision-Making
Decision-making is discussed with an explanatory principle whose objective is not
only to make a description of reality, but also to recognize the process of interpretation and construction of meaning into a reality within a community (Chia 1994).
Chia (1994) aimed to deconstruct the foundations on which the previous perspectives
are based and establish a new theoretical construction grounded on an interpretative
process. The recall of the original concept of the term decision as an incision allows
the researcher to adopt a new ontological position. This phenomenon can be understood as a flow of experiences that suffers a rupture, moment in which there is an
opportunity to make sense of the decision (Chia 1994).
Although the relations between politics and power have been widely discussed in
the literature (Eisenhardt and Zbaracki 1992), some peculiarities of this configuration
in the decision-making plan of organizations deserve to be highlighted. The power
and interests of stakeholders conduct both the processes and the results of strategic
decision-making (Child et al. 2010). In this sense, politics can be considered as the
process of influence and power in the form of persuasion. When studying the political
behavior of a decision, what should be considered are the previous conditions and
the consequences on organizational performance (Child et al. 2010).
Nevertheless, moral ethos does not arise from individual principles: it is based
on social relations among corporate agents (Jackall 1988). As one ascends the hierarchical levels, Jackall (1988) points to the need to acquire symbolic dexterity and
readily mold oneself to a legitimate reality about what should be done. Instrumental
rationality guarantees to ambitious managers the legitimacy to lead public opinion
towards a convincing way of interpreting their actions.
Likewise, the morality outside the organization differs from internal practices, as
bureaucracies constitute a socially accepted morality through manipulation of interests before public opinion. In other words, management decisions take into account