a risk management plan for each company in order to minimize breaches ofRSG.JBS will provide quality control training and technical assistance to non-RSG compliantsuppliers to facilitate improved agricultural techniques and environmental practices (Perez-Aleman 2008).A dedicated JBSs quality training team will be established to plan, execute and maintain arobust Quality Control Programme at farms level that is aligned and integrated into thecorporate training programme.JBSs Responsible Sourcing Strategy will be promulgated to the business leadership teamvia the filter of systems thinking to encourage collaboration and breaking down of silos.What needs to be measured is social impact (Porter & Kramer 2006).JBS will conduct, in partnership with suppliers, a complete mapping of JBSs supply base, toidentify specific farms as sources of meat and Edible animal byproducts (TFT 2011).11Responsible Sourcing Guidelines (RSG) and other company documents will be translatedinto local and regional languages and dialects to enhance understanding andcommunication (Brammer, Hoejmose & Millington 2011). Additionally, JBS will contact andconsult local NGOs, government bodies and industry representatives to assist in improvingthe RSG (TFT 2011).JBS will implement education and awareness programmes to close the gap betweenfindings and field implementation.Adaptive approach Vs Rational approachDevelopment and implementation of a strategy is not a simple task as it has to be effectivein determining and communicate a picture of an organization through a system of majorobjectives and polices, concerning with a unified direction and efficient allocation ofresources (Duhaime et al 2012).Hence, discussions emerge around strategy development and how it should be approached:through a logical, sequential description of processes, in terms of process elements and therationale behind them; or based on the cumulative effect of day-to-day prioritizationdecisions emerged from a dynamic complexity.Farjoun & Lai (1997) argue that normative models of strategy formation seem to beunrealistic, as they do not consider the practical and realistic side of strategy development.Moreover, rational models incorporate assessments considering that environments andindustries do not change rapidly. Moreover, in this model, leaders and managers own thechallenging task of rational assessment, while employees inputs may not be used in theprocess. Perhaps, rational models of strategy are too incomplete or already outdated in suchcomplex and adaptive system (Bar-Yam 1997).Differently to the rational models, adaptive schools are closely related to the understandingthat organizations exist in complex and adaptive systems that are gradually becoming larger,and constantly changing its purpose and directions (Bar-Yam 1997). Furthermore, adaptivemodels monitor explicit outcomes intentions, allowing organizations to learn about theenvironment changes and relationships to adjust actions (Simon 2000). In the adaptiveschools, significant strategic courses can rise from the functional levels (Burgelman & Grove1996), and being accepted by higher levels, as alternative business opportunities.In this way, JBS may use both rational and adaptive strategy approaches. The companymay use rational approach because of the enormous flow of information that inevitably12demands more staff. Fredrickson (1986) states that the fundamental characteristics of arational approach lay on comprehensiveness, accuracy, and carefulness.On the other, JBS is a company that constantly innovates and embarks on new ventures,always focused on exploring new markets, which evidence that the company strongly adoptsthe adaptive strategy approach.JBS adaptive approach is evidenced when the company stimulates continuous changes andmonitors the environment. Also when