Organizational Strategy Structure And Process Na Qual D

IBMEC PROGRAMA DE PÓS-GRADUAÇÃO E PESQUISA EM ADMINISTRAÇÃO E ECONOMIA DISSER TAÇÃO DE M ESTRADO PRO FI SSIO NALI ZANTE EM ADMI NI STRAÇÃO O EMPREENDEDOR E SEU PERFIL PSICOLÓGICO: UM ESTUDO COMPARATIVO ENTRE BRASIL E PORTUGAL ER IKA D E O L IVEIRA POR CARO ORI ENTADO R: PRO F. DR. L UIZ FL ÁVIO A UTRA N M O NTEI RO G OM ES CO-O RI ENTADO RA: PRO Fª. DRª. M ARI A M ANUELA FAIA CO RREI A Rio de Janeiro, 19 de Dezembro de 2006 “O EMPREENDEDOR E SEU PERFIL…

develop the concept of institutional strategy, applying it to the specific context of the pharmaceutical market competition by the time of the generic drugs regulation in Brazil. Institutional strategy implies a combined view of the technical and institutional facets of both the environment and the organizations, recognizing that agency condition and possibilities are socially constructed. It must be addressed while formulating or executing business strategy. The concept relies on…

1154-1184, 1996. Araújo, Luis. Knowing and learning as networking. Management Science, vol. 29, n. 3, p. 317-336, 1998. Argote, Linda. Reflections on two views of managing learning and knowledge in organizations. Journal of Management Inquiry, vol. 14, n. 1, p. 43-48, 2005. Argote, Linda; Ingram, Paul; LEVINE, John M.; MORELAND, Richard L. Knowledge transfer in organizations: learning experience of others. Organizational Behavior and Human Decision Process, vol. 82, n. 1, p. 1-8, 2000.…

Recebido em 06.12.2011. Aprovado em 05.10.2012 Avaliado pelo sistema double blind review Editor Científico: Rafael Goldszmidt LEGITIMIDADE, GOVERNANÇA CORPORATIVA E DESEMPENHO: ANÁLISE DAS EMPRESAS DA BM&F BOVESPA LEGITIMACY, CORPORATE GOVERNANCE AND PERFORMANCE IN BM&F BOVEsPA LEGITIMIDAD, GOBIERNO CORPORATIVO Y DEsEMPEÑO: ANÁLIsIs DE LAs EMPREsAs DE LA BM&F BOVEsPA RESUMO Neste artigo, avaliamos como a legitimidade condiciona o valor de mercado das empresas listadas na BM&F…

ocorre em quatro estágios: a) identificar as características dos stakeholders; b) identificar os interesses dos stakeholders; c) identificar suas estratégias para influenciar a firma. A partir dessas informações, o raciocínio estratégico consiste em; d) reduzir a dependência desses atores, por meio de ações incrementais de adaptação e reestruturação (FREEMAN, 1984; FROOMAN, 1999). Utilizando esse embasamento teórico foram realizados os passos da metodologia do trabalho, iniciando com…

Estratégia, Poder, Independência Institucional ABSTRACT This work aims to identify the organizational characteristics of entrepreneurial companies that deals with a transition process from the decision power centered in personal characteristics, to the decision power centered in the organizational model. It is intended to classify the specific moment from the development cycle of the company, and then to identify its main strategic practices. The methodology used was that of…

obtain the knowledge that it needs: internal development and the incorporation of external bases. The knowledge is recognized as key-factor to competitiveness of organizations, way beyond the management of knowledge. Its creation represents strategic resources to companies. The favorable conditions for all this are submitted to SECI process (Socialization - Externalization - Combination - Internalization). The evaluation of existing knowledge and the comparison with future needs…

technologies in their markets. Recent studies of how some of the most respected and powerful institutions in the forprofit sector have failed, however, suggest that even the most prominent educational institutions of our time also might be threatened by disruptive technologies. In the study of management, it has long been understood that bureaucracy, arrogance, poor planning, failure to understand customers’ needs, and short-term investment horizons are reasons why many companies…

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NATIONAL AERONAUTICS AND SPACE ADMINISTRATION RELIABILITY CENTERED MAINTENANCE GUIDE FOR FACILITIES AND COLLATERAL EQUIPMENT NASA Reliability Centered Maintenance Guide for Facilities and Collateral Equipment Table of Contents Chapter 1-Background ........................................................................................................ 1−1 1.1 Introduction ..................................................................................................... 1−1…