Cida Sanches

STRATEGY AS PRACTICE: A DISCUSSION OF THE EPISTEMOLOGICAL APPROPRIATION OF HISTORICAL-CULTURAL ACTIVITY THEORY BY THE ACTIVITY-BASED VIEW

As an approach in development, Strategy as Practice appropriates other theories with ontological and epistemological assumptions that converge for the construction of their analytical body. Therefore, in this discipline, the assumptions of the Structurationist and Historical-Cultural Activity Theory are to be found as grounded frameworks. This theoretical essay puts forward an argument concerning the appropriation of the Historical-Cultural Activity Theory by the Activity-Based View that figures as one of the analytical epistemological structures of Strategy as Practice. The analytical procedure is guided by the central aim of stimulating the debate about the ontological and epistemological assumptions of assimilation between one theory and the other added goal to dismantle an argument concerning the Ontology of Strategic Practice. The results of the analytical argument reveal that there is adequate ontological and epistemological coherence in the incorporation of the Historical-Cultural Activity Theory by the Activity-Based View.

Framework for the generic process of diagnosis in quality problem solving

This study looks at the problem of determining root causes, presenting an artefact (Causal Determinant) composed of procedures and coded algorithms in software for the purpose of identifying the potentially most relevant cause for a given effect. The design science research approach was used to develop, test and prove the utility of the Causal Determinant artefact. A total of 95 cases were studied at 32 small, medium-sized and large companies. An analysis of the perception of these users showed the easy operation and the effectiveness of the Causal Determinant artefact for selecting a root cause easily and coherently within a set of probable causes of the effect in question. The difficulty in finding the root cause of a problem is one of the most important aspects in the field of total quality management (TQM). A technique that can determine root cause with logical security and at low cost is surely welcome. This paper contributes with a conceptual framework for the generic process of diagnosis in quality problem solving. Large, medium-sized and small industries can apply the proposed method as a system of TQM to determine the root cause of a problem. The output of the method also provides a ratio of importance for each causal factor. This article presents a possible and practical solution for situations faced by organisations in the field of TQM.

TODA: Software for Multiple-Criteria Decisions

This paper describes the use and application of the TODA (Trade-off Decision Analysis) method through a case study. The method uses the concept of trade-off applied to a prioritization matrix and, to define the weights, it takes the concept of causality into account. Studies have shown that the TODA achieves the same results as the competing AHP method. However, it is easier to operate. The methodology used is a case study concerning the choice of the type of car for a fleet of vehicles to be driven by salespeople. Together with the software application process, the methods that aided the weighting of the criteria are described and how the values of the alternatives are converted into coefficients of the objective function. The results clearly show that the method is easily applied, but the limitations of the case study method preclude forming generalizations.

Comparative study of the Causal Matrix and Causal Determinant

The aim of this study is to describe and compare two methods of determining root cause with great potential for application in Operations Management, especially in the field of quality management. The problem is particularly relevant in the field of Management, where there is a need to define causal relations on a daily basis. The present study compares two methods for determining root cause for complex problems: the Causal Matrix (CM) and the Causal Determinant (CD). As a support tool in management, the CM is a technique that enables the association of causes, identifying interference between them. The CD method has already been proved effective as a tool for determining the root cause of a problem. The study compares the results obtained by these two methods when applied to the same problem. Employing a statistical analysis of the main variables of both methods, their outputs were shown to be significantly correlated and they tended to point to the same root cause. Both methods are complementary in the rigorous analyses of causal factors. The CM has the capacity to identify loops, especially the explosive loops of the system, and this identification can help to identify the necessary managerial actions required, provided that the factors involved are considered causal by the CD method.