Nada

THE LINK BETWEEN STRATEGY, STRUCTURE AND LEAN CONSTRUCTION Antonio N. de Miranda Filho1, Luiz F. M. Heineck2 and Jorge Moreira da Costa3 ABSTRACT Currently, there is a good understanding that companies do not obtain satisfactory results when lean practices are implemented alone. The benefits can only be realized by making a substantial number of organizational changes, which in turn need to be coherent with the business strategy. However, contextual factors drive companies to adopt different business strategies, organizational structures and bundles of production practices. Consequently, the sequence and content of business development projects aimed to implement and test lean construction practices can vary according to each firm’s internal characteristics and conjunctural needs. This paper argues that lean implementation is not an isolated event, but part of an effort to create a strategy-structure alignment. Moreover, because lean implementation is conducted through different internal projects, it is also argued that projects constitute the link between business strategy, organizational structure and lean processes. A model is proposed to explain the role that projects play in interlinking strategy, structure and processes. In doing so, the authors hope to bring awareness to the bigger changes behind lean implementation and to the challenges of building “finely-tuned” organizations for specific missions. KEY WORDS Project-based view, organization structure, lean…

THE LINK BETWEEN STRATEGY, STRUCTURE AND LEAN CONSTRUCTION Antonio N. de Miranda Filho1, Luiz F. M. Heineck2 and Jorge Moreira da Costa3 ABSTRACT Currently, there is a good understanding that companies do not obtain satisfactory results when lean practices are implemented alone. The benefits can only be realized by making a substantial number of organizational changes, which in turn need to be coherent with the business strategy. However, contextual factors drive companies to adopt…

current issue and full text archive of this journal is available at www.emeraldinsight.com/0955-534X.htm EBR 18,4 Marketing strategy: taxonomy and frameworks Adel I. El-Ansary Coggin College of Business, University of North Florida, Jacksonville, Florida, USA Abstract Purpose – The purpose of this paper is to present taxonomy of marketing strategy concepts and integrative frameworks that differentiate and integrate its formulation and implementation processes.…

Qualidade. 2003, 255f. Tese (Doutorado em Administração de Empresas) – FGV-EAESP, São Paulo, 2003. ANDREWS, K.R. The Concept of Corporate Strategy. Homewood: DowJones-Irwin, 1971. ANSOFF, I. Corporate Strategy. Nova Iorque: Mcgraw-Hill, 1965. ARKSEY, H.; KNIGHT, P. Interviewing for Social Scientists. Londres: Sage, 1999. AUSTIN, D. PowerPoint Version Timeline. Endereço Eletrônico: http://www.gbuwizards.com/files/powerpointtimeline-to-1995-dennis-austin.ppt. Acesso em: 10/11/2008.…

aquisição e reposição de estoque, pagamento de contas entre outras atribuições administrativas, vendas diretas e organização de entregas, os outros dois funcionários são responsáveis pela entrega do material vendido e organização física de toda a loja. As pequenas e médias têm capacidade enorme de adaptação às necessidades do mercado. Podem tomar decisões rápidas e pontuais, reagindo de imediato às mudanças e exigências do mercado. Mas é na organização e no…

Portfolios, Programs and Projects: A Soft Systems Approach to Management of Organizational Change Dr Lynn Crawford University of Technology, Sydney and Human Systems Global Knowledge Networks Outline Context Context Definitions Definitions Applying PM to Organizational Change Applying PM to Organizational Change Projects vs Organizational Change Programs Projects vs Organizational Change Programs Hard and Soft Systems Approaches Hard and Soft Systems Approaches Organizational…

Strategies, Deliberate and Emergent Author(s): Henry Mintzberg and James A. Waters Source: Strategic Management Journal, Vol. 6, No. 3 (Jul. - Sep., 1985), pp. 257-272 Published by: John Wiley & Sons Stable URL: http://www.jstor.org/stable/2486186 Accessed: 12/08/2009 04:53 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in…

Journal of Accounting and Economics 32 (2001) 349–410 Assessing empirical research in managerial accounting: a value-based management perspective$ Christopher D. Ittner*, David F. Larcker Accounting Department, The Wharton School, University of Pennsylvania, Steinberg Hall-Dietrich Hall, 3620 Locust Walk, Philadelphia, PA19104-6365, USA Received 3 February 2000; received in revised form 11 January 2001 Abstract This paper applies a value-based management framework to critically…

Executive Summary The secret of success of many companies is the perception to discover the needs of the market and create products that meet those needs, in other words, capture ideas and transforms them into opportunities. But also, the preparation that these companies have to launch a brand, product or expand their business. Be aware of all the steps and more technical details of this plan process, can decide important issues, which if unresolved, could disrupt the businessman's…

Executive Summary The secret of success of many companies is the perception to discover the needs of the market and create products that meet those needs, in other words, capture ideas and transforms them into opportunities. But also, the preparation that these companies have to launch a brand, product or expand their business. Be aware of all the steps and more technical details of this plan process, can decide important issues, which if unresolved, could disrupt the businessman's…