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Gestão estratégica: estudo de caso da empresa catedral solar
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A presente dissertação analisa criticamente a mobilização de ferramentas de gestão estratégica e práticas de inovação no processo de consolidação do modelo de negócios da empresa Catedral Solar, atuante no setor de energia solar fotovoltaica em Mato Grosso, Brasil, entre 2023 e 2025. A investigação, de natureza qualitativa, descritiva e exploratória, adota o método de estudo de caso instrumental, centrando-se na compreensão contextualizada das estratégias adotadas por uma organização emergente em um mercado tecnicamente intensivo e competitivo. A análise empírica fundamentou-se na análise documental, observação direta e consulta a fontes secundárias (ANEEL, SEDEC-MT, JUCEMAT e RAIS), sendo os dados tratados segundo os princípios da análise de conteúdo temática proposta por Bardin (2011).
Os resultados indicam que a Catedral Solar integra de forma eficaz ferramentas clássicas de gestão estratégica como análise SWOT, Matriz BCG, Balanced Scorecard e o modelo das Cinco Forças de Porter, as práticas inovadoras, como auditorias térmicas com drones, plataformas digitais de monitoramento energético e metodologias avançadas de projeção de ROI. Essa integração tem permitido à empresa adaptar-se rapidamente às exigências regulatórias, técnicas e mercadológicas, consolidando uma vantagem competitiva baseada na inovação contextualizada e na eficiência operacional.
Embora limitada ao estudo de um único caso, a investigação contribui para o avanço do conhecimento sobre a gestão estratégica em setores de base tecnológica, ao evidenciar como organizações emergentes podem articular racionalidade analítica e criatividade aplicada para enfrentar a volatilidade de mercados dinâmicos. Recomenda-se, como futuras linhas de pesquisa, a realização de estudos comparativos entre múltiplas empresas do setor e a aplicação de métodos mistos para mensurar o impacto das estratégias adotadas sobre o desempenho organizacional e a sustentabilidade do negócio.
This dissertation critically examines the integration of strategic management tools and innovation practices in the consolidation of the business model of Catedral Solar, a company operating in the solar photovoltaic energy sector in the state of Mato Grosso, Brazil, between 2023 and 2025. The research, qualitative in nature and both descriptive and exploratory in its approach, is based on an instrumental case study aimed at providing a contextualized understanding of the strategic actions adopted by an emerging organization in a technologically intensive and highly competitive market. Empirical data were collected through document analysis, direct observation, and consultation of secondary sources (ANEEL, SEDEC-MT, JUCEMAT, and RAIS), and analyzed using thematic content analysis, following Bardin’s (2011) methodological framework. The findings reveal that Catedral Solar effectively combines classical strategic management tools such as SWOT analysis, the BCG Matrix, the Balanced Scorecard, and Porter’s Five Forces with innovation practices including thermal drone inspections, digital platforms for energy monitoring, and advanced ROI forecasting methodologies. This integrated approach has enabled the company to respond swiftly to regulatory, technical, and market demands, thus establishing a competitive advantage grounded in contextual innovation and operational efficiency. Despite being limited to a single case study, the research contributes to the advancement of knowledge in the field of strategic management applied to technology-based sectors. It demonstrates how emerging companies can strategically combine analytical rationality with applied creativity to navigate the volatility of dynamic markets. Future research should consider comparative studies across multiple firms and the adoption of mixed methods to assess the impact of strategic practices on organizational performance and long-term business sustainability.
This dissertation critically examines the integration of strategic management tools and innovation practices in the consolidation of the business model of Catedral Solar, a company operating in the solar photovoltaic energy sector in the state of Mato Grosso, Brazil, between 2023 and 2025. The research, qualitative in nature and both descriptive and exploratory in its approach, is based on an instrumental case study aimed at providing a contextualized understanding of the strategic actions adopted by an emerging organization in a technologically intensive and highly competitive market. Empirical data were collected through document analysis, direct observation, and consultation of secondary sources (ANEEL, SEDEC-MT, JUCEMAT, and RAIS), and analyzed using thematic content analysis, following Bardin’s (2011) methodological framework. The findings reveal that Catedral Solar effectively combines classical strategic management tools such as SWOT analysis, the BCG Matrix, the Balanced Scorecard, and Porter’s Five Forces with innovation practices including thermal drone inspections, digital platforms for energy monitoring, and advanced ROI forecasting methodologies. This integrated approach has enabled the company to respond swiftly to regulatory, technical, and market demands, thus establishing a competitive advantage grounded in contextual innovation and operational efficiency. Despite being limited to a single case study, the research contributes to the advancement of knowledge in the field of strategic management applied to technology-based sectors. It demonstrates how emerging companies can strategically combine analytical rationality with applied creativity to navigate the volatility of dynamic markets. Future research should consider comparative studies across multiple firms and the adoption of mixed methods to assess the impact of strategic practices on organizational performance and long-term business sustainability.
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Keywords
Energia solar fotovoltaica Gestão estratégica Inovação organizacional Vantagem competitiva