Walter Bataglia

Dimensões da imitação entre empresas: um estudo na indústria de transformação brasileira

The objective of this paper was to identify the dimensions of the imitation construct between companies and to propose an operating procedure to measure it in business sectors. The imitation was conceptualized as a copy of capabilities. Putting them into operation was made possible by the ease of understanding them. The perceptions of 112 managers from 14 sectors of the Brazilian economy in the State of Sao Paulo were collected. The database of the Federation of Industries of the State of Sao Paulo (Fiesp) was used. The dimensions underlying the construct were identified by exploratory factorial analysis. The results indicate that the less that research and development (R&D) activities are carried out, the less the importance of the level of schooling in productive processes, the lower the technological content of products and processes and the less significant the assembly of products, the greater the imitation tends to be in one sector.

A INFLUÊNCIA DA REDE DE ALIANÇAS NO CRESCIMENTO DAS EMPRESAS DE BIOTECNOLOGIA DE SAÚDE HUMANA NA INDÚSTRIA BRASILEIRA

A moderna biotecnologia caracteriza-se pela elevada dependencia da pesquisa em ciencias basicas, pela multidisciplinaridade e complexidade de sua base de conhecimento e pela elevada incerteza associada as suas descobertas. Como consequencia, essa industria fomentou uma rede de aliancas reunindo organizacoes distintas, tais como universidades, institutos de pesquisa, fundos de investimento, agencias governamentais e laboratorios farmaceuticos. Este trabalho analisou a influencia da estrutura social formada por essa rede de aliancas no crescimento economico das empresas brasileiras da moderna biotecnologia, segmento de saude humana, no periodo de 2004 a 2008. Os resultados sugerem que a medida que a empresa de biotecnologia acumula experiencia em fazer e gerir aliancas, ganhando capacidade relacional, desenvolve competencias que influenciam positivamente o deposito de novas patentes e o seu crescimento em termos do numero de funcionarios.

Task environment and strategy: a classification proposal based on munificence, dynamism and complexity

The relationships between organizations and their respective task environments are an extremely relevant issue for the strategic management field. Given the diversity of both organizations and environments, moving toward a better understanding of such relationships has become a challenge not only to the management practice but also to scholars. In special, the identification of homogeneous environmental groups allows controlling the conditions that subordinate the actions of firms and widens the possibilities of design and generalization of researches in the strategy area. Besides, it permits identifying not apparent similarities among different industries. Along these lines, the research presented here identified industry groups sharing similar environmental conditions. The research begun with the replication of the work of Dess and Beard (1984), identifying the dimensions which characterize task environments – munificence, dynamism and complexity – for 466 manufacturing industries in USA from 1997 to 2002. Following to this, a cluster analysis was performed in order to group industries with similar task environments. Five different clusters were found. Subsequently, 1,870 American firms from Compustat data base were distributed by the groups created, which were statistically compared regarding the structure and performance features of their firms. This procedure indicated that the environmental groups can explain significant differences among the firms regarding mainly growth, profitability and size. Key words: task environment, environmental dimensions, manufacturing industries, strategic management.

Perdigão: o processo decisório estratégico no investimento em tecnologia da informação

In 1995, after Perdigaos shareholder control change, the new administration council established as organizational strategic positioning its insertion in the global market of meats. As it was established the strategic goal of increase of 50% of the productive capacity and of 60% of the turnover for the 1995-1998 period, the Directive Committee of the organization started to think about feasible actions to be taken in order to guarantee the growth strategy. One of the logical tracks to be taken appeared to be assuring the optimization and the integration of both organizational processes and information systems. Nevertheless, the decision-making process, involving the diagnosis of the actual situation, the development and choice of alternatives for their improvement, and the management of the risk associated to their implementation, would demand the consideration and the evaluation of several factors.