Planejamento estratégico como diferencial competitivo na construção civil: um estudo de caso de uma construtora e incorporadora de médio porte.

Abstract

The construction industry is characterized by high economic volatility, long project development cycles, and significant operational complexity, which makes organizational growth particularly challenging. In this context, this study aims to analyze how the adoption of strategic planning contributed to the evolution of management practices and performance in a medium-sized construction and real estate development company, based on a case study. The research has an applied nature, with a qualitative approach and an exploratory and descriptive character, using semi-structured interviews, documentary analysis, and the assessment of organizational performance indicators. The analysis covers the period prior to the formal adoption of strategic planning as well as two subsequent planning cycles, allowing a comparison between management practices before and after implementation. The results indicate that strategic planning did not lead to abrupt improvements across all indicators, but promoted relevant advances in control, predictability, and the ability to monitor results throughout the company’s growth process. It is concluded that strategic planning acted as a managerial maturity instrument, contributing to performance sustainability and to the reduction of result volatility in the construction industry context