Editorial

ID: 16880

Authors: Eduardo Damião da Silva.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 1-1, May-August, 2008. 1 page(s).

Document type: Editorial (Portuguese)

Entrevista: - Com Brian Bacon: Cenários estratégicos - rever conceitos ou valores? - Por Marcos Mueller Schlemm

ID: 16881

Authors: Marcos Mueller Schlemm.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 143-149, May-August, 2008. 7 page(s).

Document type: Other (Portuguese)

Strategic formulation process from the individual perspective: an energy industry executives study

ID: 16882

Authors: Rafael Lucian, Aldemir Barretto Júnior, Walter Fernando Araújo de Moraes.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 153-168, May-August, 2008. 16 page(s).

Keyword: Cognitive maps , Multiple Regression analysis , Strategic formulation process

Document type: Article (Portuguese) Show Abstract

This paper aims to discuss the process of strategic formulation from an individual perspective. Cognitive mapshave a crucial role in the decision of the strategists, and for this reason are actually responsible for strategyformulation. Through an exploratory-descriptive approach, the executives of a major company in the electricitysector are observed in order to have their mental maps included. The exploratory phase consisted of a literaturereview that led to the construction of a research instrument, which is used in the second phase of the study. The quantitative techniques used in factor analysis, nonparametric correlations and multiple regression analysis indicated a model that showed a relationship between the deliberated training strategy, the order of hierarquic level and the academic education.

Revisiting Chandler: does the cost information system also follow the strategy ?

ID: 16883

Authors: José Roberto Frega, Iomara Scandelari Lemos, Alceu Souza, Heitor Takashi Kato.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 169-183, May-August, 2008. 15 page(s).

Keyword: Alfred Chandler , Strategic cost management , Strategy and structure

Document type: Article (Portuguese) Show Abstract

This paper aims to show, by means of a case study, that Alfred Chandler’s assertion – the structure follows thestrategy – is broad enough to include the cost information system. The case studied is that of a brick and refractoryfirm, located in southern Brazil. To achieve better competitiveness levels this firm provided modifications in the cost information systems to comply with the chosen strategy. In a first moment, the existing structure limited the range of feasible strategies and the firm chose a diversification strategy with low cost. The new strategy induced modifications in the current structure and also in the cost information system. This new system – Direct Costing in the management area and time-driven Activity Based Costing in the production area – reveals the most profitable products and induced the firm to adopt a strategy of differentiation focused in the products with better margin. In conclusion, the assertion of Chandler is confirmed and also reveals that the structure has limited the choice of the strategies and that, on its turn, modified the structure and reoriented the strategy restarting, thus, the realignment cycle.

Project management in the implementation of internationalization strategies

ID: 16884

Authors: Felipe Mendes Borini, Marcos Roberto Piscopo, Homero Jorge Mazzola.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 185-197, May-August, 2008. 13 page(s).

Keyword: Implementation of strategies , Internationalization , Multinational corporations , Project management

Document type: Article (Portuguese) Show Abstract

This article shows the importance of the project management for the implementation of the internationalization strategies. Therefore, two business cases were analyzed. The first case refers to a Brazilian multinational company. The second case deals with a Brazilian subsidiary of a Japanese multinational company. This study shows the effectiveness of project management for the operativeness and implementation of internationalization strategies. It also enhances the contribution of understanding the subsidiary evolution process, especially for the construction of its own competitive advantages, which will allow higher strategic importance within the multinational corporation.

Strategic configurations and organizational performance: in search for new imperatives

ID: 16885

Authors: Cristiano de Oliveira Maciel, Maurício Reinert, Camila Camargo.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 199-212, May-August, 2008. 14 page(s).

Keyword: Configurations , Performance , Small-sized organizations

Document type: Article (Portuguese) Show Abstract

The development of strategic configurations has frequently occurred from imperatives such as environment, structure, leadership and strategy. However, in considering the reality of small sized organizations, it is probable to find environments as well as structures and strategies in particular that are very similar in one particular sector. Therefore, this study aims to identify strategic configurations by studying new imperatives, in this case,entrepreneurial behavior, locus of control and organizational capabilities – variables with a higher differentiation potential in small-sized organizations as well with for better explaining the heterogeneous performance results. Taking into account a survey that included 130 companies that dealt with the clothing business in the city of Curitiba, PR, and with the help of a Cluster Analysis, using an exploratory factorial analysis to validate the scales, it was identified a taxonomy of three organizational groups, presenting statistically significant differences, among the new proposed imperatives. It was tested the hypothesis that this configurations taxonomy explains the differences in their performance, and this hypothesis was validated. These results indicate that this type of taxonomy may be helpful in understanding strategic configurations in small-sized businesses.

Between degradation and renovation: survival strategies of old hotels located in the hypercenter of Belo Horizonte

ID: 16886

Authors: Janete Lara de Oliveira Bertucci, Rafael Diogo Pereira.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 213-225, May-August, 2008. 13 page(s).

Keyword: Family-owned business management , Strategic management , Strategic positioning

Document type: Article (Portuguese) Show Abstract

This study aims to identify the strategies used by old hotels in the hypercenter of Belo Horizonte to survive theenvironment transformations that have affected the sector, such as the degradation of this region in town and theincrease of competition, as well as other factors, especially property and control structure alterations, and physical/ historical time. For better understanding of this organizations’ strategic processes, this work uses theoretical contributions by Mintzberg, Ahlstrand and Lampel (2000) that conceives strategy as a consistent pattern throughout time, as well as Miles and Snow’s (1978) strategic typology. A qualitative study was conducted through case study technique using in depth interviews with owner-partners and managers of three researched hotels, all with more than 40 years of existence. The collected information was treated with content theme analysis. The results show that these organizations have adopted defensive management strategies, have an average capacity of scanning its surrounds, minimize the importance of exogenous factors, and their strategies emerge in an almost erratic process, mostly with the objective of solving immediate problems than properly constituting a strategic pattern. Even though these strategies so far have allowed these institutions to survive, new challenges and alsopromising perspective seem to demand from these companies to (re)define their strategic process in the future.

Investment strategies and international stock markets integration: an empirical analysis

ID: 16887

Authors: Paulo Sergio Macuchen Nogas, Wesley Vieira da Silva, Luiz Carlos Duclós.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 227-241, May-August, 2008. 15 page(s).

Keyword: Diversification strategies , Factor analysis , Stock markets integration

Document type: Article (Portuguese) Show Abstract

The aim of the present work is to evaluate the integration level between the yield rates of the main stock marketindexes in the following countries: India, Brazil, Egypt, France, Germany, Hong Kong, Indonesia, Israel, Japan, Malaysia, Argentina, Mexico, Holland, Singapore, the United Kingdom and the United States. The collected data comprehend the period from January, 1998 till December, 2006, and the method of analysis was the Factor Analysis using Varimax Rotation. The obtained results revealed significative integration among the indexes of some countries, and identified three different groups: (1) Indonesia, Mexico, Argentina, India, Brazil, Japan and Egypt; (2) Hong Kong, the United States, the United Kingdom, Germany, Holland and France; (3) Malaysia and Singapore. In this analysis, only Israel did not have any relationship with the other countries stock markets.

Strategy and innovation: analysis of R&D activities in the Brazilian electrical sector

ID: 16888

Authors: Carlos Olavo Quandt, Roberto Gregorio da Silva Junior, Mario Procopiuck.

Source: Revista Brasileira de Estratégia, v. 1, n. 2, p. 243-255, May-August, 2008. 13 page(s).

Keyword: Electrical sector , Innovation , R&D , Strategy

Document type: Article (Portuguese) Show Abstract

The companies of the Brazilian electrical sector, which comprises the areas of electric power generation, transmission and distribution, are required by law to invest in R&D activities. This article analyzes the strategic insertion of the projects related to those mandatory investments, as well as their implications for innovation in the sector and its results. A questionnaire was used to collect primary data from R&D managers in approximately 20 percent of the companies in the sector. The findings indicate that R&D investments are driven more by the legal mandate than by the objectives of producing positive social impacts or strategic results for the organizations. The projects are geared toward internal demands and operational needs of the companies, and little importance is given to factors such as perfomance improvements or the creation of new products, services or businesses. The research findings allow us to conclude that innovation is not inserted in the competitive strategies of the sector.