<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1659-3359</journal-id>
<journal-title><![CDATA[Tec Empresarial]]></journal-title>
<abbrev-journal-title><![CDATA[Tec Empre.]]></abbrev-journal-title>
<issn>1659-3359</issn>
<publisher>
<publisher-name><![CDATA[Instituto Tecnológico de Costa Rica]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1659-33592024000300080</article-id>
<article-id pub-id-type="doi">10.18845/te.v18i3.7287</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Organizational routines and sustainability strategizing in the port sector]]></article-title>
<article-title xml:lang="es"><![CDATA[Rutinas organizativas y prácticas estratégicas de sostenibilidad en el sector portuario]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Aquino-Hübler]]></surname>
<given-names><![CDATA[Eduardo]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Barbosa-Lavarda]]></surname>
<given-names><![CDATA[Rosalia Aldraci]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Kopp-Leite]]></surname>
<given-names><![CDATA[Felipe]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Instituto Federal de Santa Catarina (IFSC)  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Brazil</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidade Federal de Santa Catarina (UFSC)  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Brazil</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universidade Federal de Santa Catarina (UFSC)  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Brazil</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2024</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2024</year>
</pub-date>
<volume>18</volume>
<numero>3</numero>
<fpage>80</fpage>
<lpage>102</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.sa.cr/scielo.php?script=sci_arttext&amp;pid=S1659-33592024000300080&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.sa.cr/scielo.php?script=sci_abstract&amp;pid=S1659-33592024000300080&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.sa.cr/scielo.php?script=sci_pdf&amp;pid=S1659-33592024000300080&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract The goal of this research was to comprehend the interrelation between the strategizing process and the constitutive aspects of organizational routines. Employing a qualitative methodology, a case study was conducted at the Port Authority of Valencia. Data collection encompassed interviews, observation, and document analysis. Through the analysis of narratives and pattern matching, a permeable relationship between strategizing and routines was identified, indicating an inseparable amalgamation of their key constituents. The demarcation between the components of strategizing and organizational routines is faint, uncertain, and intertwined within an indivisible process. Conceptualizing organizational routines as a fusion of actors, processes, and strategic content, localized spatially and temporally where reasoning and action intersect contingent upon context, underscores the relevance of approaching strategy as a practice, thereby broadening its scope.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen El objetivo de esta investigación fue comprender la interrelación entre el proceso de formación de la estrategia (strategizing) y los aspectos constitutivos de las rutinas organizativas. Se llevó a cabo una investigación cualitativa a través de un estudio de caso en la Autoridad Portuaria de Valencia, España. Los datos se recopilaron a partir de entrevistas, observación y revisión documental. Desde un análisis cualitativo de las narrativas y encuentro de patrones, se identificó una relación de permeabilidad entre strategizing y las rutinas que no permite la disociación de los elementos que la componen. La frontera entre los elementos constitutivos de la formación de la estrategia y las rutinas organizativas es tenue, incierta y estos aspectos están entrelazados en un proceso unísono e indivisible. Comprender las rutinas organizativas como la amalgama entre actores, proceso y contenido de la estrategia, el lugar espacial y temporalmente situado donde se establece el pensamiento y la acción, dependiente de su contexto e historia, sugiere la idea de que es razonable adoptar la perspectiva de la estrategia como práctica (strategizing) para ampliar su alcance.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Strategy]]></kwd>
<kwd lng="en"><![CDATA[Strategizing]]></kwd>
<kwd lng="en"><![CDATA[Routines]]></kwd>
<kwd lng="en"><![CDATA[Sustainability]]></kwd>
<kwd lng="en"><![CDATA[Case study]]></kwd>
<kwd lng="es"><![CDATA[Estrategia]]></kwd>
<kwd lng="es"><![CDATA[Prácticas estratégicas]]></kwd>
<kwd lng="es"><![CDATA[Rutinas]]></kwd>
<kwd lng="es"><![CDATA[Sostenibilidad]]></kwd>
<kwd lng="es"><![CDATA[Estudio de caso]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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