What Is Strategy Porter

estratégico • Fases do planeamento estratégico Módulo II – Análise estratégica No segundo módulo, alusivo à análise estratégica, a matéria abordada é a seguinte: • Análise estratégica • Ambiente envolvente • Análise PEST-A • Análise SWOT • Diamante de Porter • Cinco forças competitivas • Capacidade estratégica - recursos e competências • Recursos • Competências ∑ • Expectativas e propósitos Módulo III – Escolha e selecção da estratégia O terceiro módulo, designado de “Escolha e Selecção…

Competitive Position Disney is considered to be one of the pioneers in the entertainment industry, and for almost one century, the company have managed to grow successfully and to respond tremendously well to global changes such as the rapid technological evolution and the constant variations in customer trends. The reason they have accomplished that is because Disney shaped in people’s mind the assumption of permanent, combined with an outstanding delivery of their products and…

A PROJECT-BASED VIEW OF 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…

A PROJECT-BASED VIEW OF 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…

Final (50%) BIBLIOGRAFIA Ghemawat, P. Competition and business strategy in historical perspective. Business History Review, v.76, n.1, p.37-74, 2002. Hofer; C; Schandel, D. Strategy formulation: analytical concepts. St. Paul: Minnesota, 1979, pp. 1-45. Rumelt, R.; Schendel, D.; Teece, D. Strategic management and economics. Strategic Management Journal, Vol. 12, Special Issue: Fundamental Research Issues in Strategy and Economics (Winter, 1991), pp. 5-29. Jensen, M.…

Pearson – Prentice Hall, 2009  Steven H. Spewak, “Enterprise Architecture Planning: Developing a Blueprint for Data, Applications and Technology”, John Willey & Sons, 1992.  Jeanne W. Ross, Peter Weill, David C. Robertson; Enterprise Architecture As Strategy; Harvard Business School Press; 2006.  Magic Quadrant for Enterprise Architecture Tools, Gartner Research, 12 November 2009 ID Number: G00172491  Zachman, J. A.; A framework for information systems architecture IBM Systems…

CHANDLER, A. Strategy and structure. MA: MIT Press, 1962. A estratégia pode ser definida como a determinação dos objetivos de longo prazo da empresa, e a alocação dos recursos necessários à consecução desses objetivos. ANSOFF, H. I. 1965. Corporate strategy. New York, NY: McGraw-Hill. Estratégia é uma regra para tomada de decisões determinada pelo escopo de produto/mercado, vetor de crescimento, vantagem competitiva e sinergia. CANNON, J. T. Business strategy…

ABSTRACT This article analyzes the convergence between business strategy and organizational theory, by making a detailed comparative study of four theories focusing competitive advantage phenomena. These theories include the strategic positioning school, the resource-based view, the market processes and the dynamic competencies theory. We conclude the convergence between organizational theory and business strategy is a promising research opportunity for both disciplines. PALAVRAS-CHAVE

Porter Revisitado: Análise Crítica da Tipologia Estratégica do Mestre Jorge Manoel Teixeira Carneiro Maria Alice Ferreira Deschamps Cavalcanti Jorge Ferreira da Silva RESUMO As estratégias genéricas de liderança em custo, diferenciação e enfoque desenvolvidas por Michael Porter (1980) vêm merecendo destacada aceitabilidade, tanto no meio acadêmico quanto no empresarial. Este artigo discute as opiniões de diversos autores de renome, os quais têm apresentado críticas,…

........................... 8 3.2 Estratégias Genéricas de Porter....................................................................................... 9 4. Competitividade .................................................................................................................... 11 4.1 Cinco Forças Competitivas de Porter............................................................................ 13 4.2 Diamante de Porter ............................................................