Editorial

ID: 5752

Authors: Benny Kramer Costa, Marcelo Binder Pereira.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 1-3, July-December, 2009. 3 page(s).

Document type: Editorial (Portuguese)

A knoweledge management system as a mechanism to foment interorganizational networks

ID: 5744

Authors: Mário José Batista Franco, Marisa Regina Reduto Santos Barbeira.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 4-30, July-December, 2009. 27 page(s).

Keyword: Corporate Strategy , Interorganizational Networks , Knowledge Management , Model

Document type: Article (Portuguese) Show Abstract

The knowledge is a valuable resource in an organization .In this sense, the networks, as a strategy for the sharing of knowledge, can be one of the most important assets that an organization can adopt. Different organizations, to establish relationships with other organizations, have the opportunity to promote and share the knowledge that, strategically, serves as a mechanism for productivity and organizational effectiveness. The objective of this article is to develop a theoretical support that combines different concepts and elements to explain and understand the phenomenon of strategic alliances in organizations, as a mechanism for sharing of knowledge. We also propose a conceptual model of analysis both within and between organizations, in order to emphasize importance of knowledge management system to foment interorganizational networks and for the sharing of organizational knowledge.

Competitive advantage: operationalizing the concept based on the Resource-Advantage Theory

ID: 5745

Authors: Ricardo Messias Rossi, Andrea Lago Silva.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 31-57, July-December, 2009. 27 page(s).

Keyword: Competition , Competitive Advantage , Resources , Strategy , Value

Document type: Article (Portuguese) Show Abstract

The objective of this study was to develop a method based on the ―competitive advantage‖ concept for the internal analysis of organizations in the context of competition. A qualitative and exploratory research was carried out. From a theoretical literature review on this subject, a preliminary internal analysis methodology was developed, which was then improved with the information collected from the field research. The field research consisted of six case studies conducted in companies working in the area of agrochemical industry in Brazil. Hence, this study proposes a way to operationalize the concept of resources (a theoretical gap observed by some authors). In managerial terms, this study contributes providing administrators with a method of analysis that deals with decisions regarding the management of resources of an organization.

The relation between the Organizational Culture and the process of Strategic Planning: a case study in a North American Company

ID: 5746

Authors: Maurício Fernandes Pereira, Juliane Inês Di Francesco Kich.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 58-79, July-December, 2009. 22 page(s).

Keyword: Apprenticement , Organizational Culture , Strategic Planning

Document type: Article (Portuguese) Show Abstract

The present study intends to appraise how the real relationship between organizational culture and process of strategic planning is in practice. Therefore, besides the bibliographical exploratory research, an in loco case study with a ski-resort, in Unites States, was carried. It has been noticed that, for the company in question, it is important the alignment of the strategy with its culture, the definition and clear disclosure of its values, as well as its culture turned to the apprenticement. The strategic thought of its members were fundamental for the efficacy from its Strategic Planning. Moreover, it was estabilished that culture influences the strategic planning process. It also influences the culture. So, the strategic planning is used as a mean of disseminating the culture of the company and for its modification.

The strategist thought: granted factors in the strategic decision making of the small and medium enterprises

ID: 5747

Authors: Werner Duarte Dalla, Carlos Alberto Gonçalves, Reynaldo Maia Muniz.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 80-106, July-December, 2009. 27 page(s).

Keyword: Decision Making , Organizational Performance , RepGrid Method , Strategic Thought

Document type: Article (Portuguese) Show Abstract

The organizational behavior is linked to the strategic decision-making, carried through its main decision-makers, called "strategists". This behavior, in organizational daily actions or planning, shifts its performance to consider market and tangible and intangible resources. The present study aimed to contribute in the understanding of how these actors formulate their strategies, build their heuristics, to manage their firms to improve organizational performance. The RepGrid - Repertory Grid (Kelly, 1955) was chosen as the method, which was undertaken with the Small and Medium Enterprises (SMEs) owners of the footwear area of a relevant cluster production of Nova Serrana-MG - Brazil. The results appointed agent factors of attention, which centralize the decision in the managers or owners, base on financial results, asses actual internal factors so that external sales, and lead to a emergent and less formalized process.

The strategy’s interactions with learning and culture: a study in a family organization

ID: 5748

Authors: Leilianne Michelle Trindade da Silva, Luciene Lopes Baptista.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 107-134, July-December, 2009. 28 page(s).

Keyword: Family Organization , Organizational Culture , Organizational Learning , Organizational Strategy

Document type: Article (Portuguese) Show Abstract

This paper aims to understand the relationships between strategy, learning and organizational culture, to explain the dynamic interaction that occurs in the phenomenon of cultural transformation of a family organization to a professional management structure. This is an exploratory study, with qualitative approach, using the method of case study, developed in a Brazilian family company by the fast food segment. The primary data were collected by conducting interviews and secondary data were formed by organizational documents. The data interpretation was based on analysis of content. It was found that organizational learning was an experience to perpetuate the teachings considered relevant to the strategic performance of the organization, while opening a new path towards the professionalization of the company investigated.

A Logística na Internacionalização dos portos marítimos

ID: 5749

Authors: Pedro Picaluga Nevado, José Miguel Soares.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 135-160, July-December, 2009. 26 page(s).

Keyword: Estratégia , Internacionalização

Document type: Article (Portuguese)

study of strategic changes in companies of the construction sector: an aplication of the Tushman and Romanelli Model

ID: 5750

Authors: Carlos Ricardo Rossetto, Adriana Marques Rossetto, Carlos Eduardo Carvalho.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 161-182, July-December, 2009. 22 page(s).

Keyword: Construction Sector , Evolutionary Changes , Revolutionary Changes , Strategic Adaptation

Document type: Article (English) Show Abstract

Organizations are present in environments characterized by intense competition and turbulence. These environments make the adaptation process of the organizations more complex, and their managers need to conduct their business in consonance with the environmental changes considered important by them. The aim of this research is to describe strategic changes according to the model proposed by Tushman and Romanelli (1985); it is possible to verify that most of the time, the process was incremental, interspersed with revolutionary changes. A multi-case study was conducted considering the history of the companies, and on the basis of this study, critical events were defined and then strategic periods were characterized according to the methodology devised by Miles and Huberman (1984) and Mintzberg and McHugh (1985). This research offers a significant contribution to studies that try to explain how companies formulate their strategies.

Strategies for fostering corporate entrepreneurship

ID: 5751

Authors: Leonel Cezar Rodrigues, Emerson Antonio Maccari, Alexsandro Pereira.

Source: Revista Ibero-Americana de Estratégia, v. 8, n. 2, p. 183-205, July-December, 2009. 23 page(s).

Keyword: Corporate Entrepreneurship , Corporate Innovation , Corporate Strategy

Document type: Article (Portuguese) Show Abstract

This paper targets at analyzing and characterizing corporate strategies practiced at Brasilata – Metallic Packing S/A, one of the most innovative and world-wide awarded Brazilian enterprises, to stimulate corporate entrepreneurship. This research used the case study research method. Data were collected from interviews with corporate executives, from studying internal reports and documents, observing processes, norms and specific procedures. Main results show that due to corporate entrepreneurship, Brasilata improved its productivity to 81%. Some 46,000 new ideas have been examined and also 6 patents were granted, which account for 75% of the enterprise annual revenues. Evidences show therefore, that corporate entrepreneurship’s strategies are effective at Brasilata and do create corporate resilience and improve performance bolstering business sustainability.