Identity ��� towards a conceptualization

The development of economical relations increases the interaction between organizations and stakeholders. It is no more acceptable to manage an organization under a transactional perspective where suppliers had a fundamental role. Nowadays organizations are being managed under a relational perspective where relations and relationship management in general have consequences in identity management (Hakansson e Snehota, 1989, 1995). A correct perception and management of identity is necessary to achieve distinctiveness in the competitive environment. This way, identity is influenced by relations with stakeholders in general and particularly with competitors. The ICIG concept states that identity is related with the values of the organization and it helps creating distinctiveness in the competitive environment (Van Riel, Balmer, 1997); Baker and Balmer (1997) state that identity is what the organization is; Suvatjis and de Chernatony (2005) refer that expressing identity is a dynamic process that evolves the use of a management model to face context changes; Kapferer (1991) states that brand identity is the project, the self conception of the brand. After reviewing and confronting literature under the plethora of identities��� concepts and perspectives (He, Balmer, 2007) one can���t find an integrative answer with all the elements that contribute to identity of organizations. The authors are strongly interested to contribute to the elimination of this limitation and to answer to strategic management needs. In a marketing context one can find: - the corporate identity approach that is focused in the distinctive attributes of an organization (Abratt, Balmer, Marwick e Fill, Stuart, Balmer and Gray, Alessandri, Suvatjis and de Chernatony) - the brand identity approach (related with the application of corporate identity studies to brands) - Kapferer, Semprini, Aaker, de Chernatony). Kapferer (1991), one of the most prolific authors in this field was the first author to integrate identity in a brand concept. In his view, identity is an emission concept. This idea is shared also by Aaker (1996). Yet, identity has to be managed in a competitive environment which is constantly changing. After reviewing and confronting literature, authors select concepts that are generally accepted by the investigators in order to design a model to analyze and manage identity: - corporate identity models: personality, image/reputation, culture, philosophy, mission, strategy, structure, communication - some of these concepts derive from identity models and others from identity management models; - brand identity models ��� Kapferer (1991, 2008) identity prism, witch is basis of literature in this field: culture, physical facet, personality, relationship (between brand and consumer), reflected consumer, consumers` self-concept. After discussion authors decide to include other concept in line with other authors` view: country of origin (Aaker, 1996). A discussion eliminates the twin concepts and the final selection is as follows: personality, image/reputation, culture (including philosophy and mission), strategy, structure, communication, culture, physical facet, relationship (between brand and consumer), reflected consumer, consumers` self-concept and according to authors` reflections ���relationships��� deriving from competitors` actions in competitive environment. Competitors��� actions and decisions have a stronger influence in the organizations` positioning than any other stakeholder as stated before. This is a work in progress towards a new model in identity analysis and management so an exploratory study will follow inquiring experts on identity in order to evaluate these concepts and correct the theoretical perspectives.

A import��ncia das consultoras no processo de internacionaliza����o das micro, pequenas e m��dias empresas em Portugal

Relat��rio de Est��gio Apresentado ao Instituto de Contabilidade e Administra����o do Porto para a obten����o do grau de Mestre em Empreendedorismo e Internacionaliza����o, sob orienta����o da Mestre In��s Veiga Pereira

Gest��o de risco: articula����o com o planeamento estrat��gico e a contabilidade de gest��o: estudo aplicado a empresas n��o financeiras do concelho de Vila do Conde

Este trabalho de investiga����o tem como objetivo analisar se as empresas do concelho de Vila do Conde, efetuam planeamento estrat��gico, contabilidade de gest��o e/ou gest��o de risco. Pretende-se ainda verificar se o facto de existir articula����o entre estas tr��s ��reas da empresa influencia o resultado do seu EBIT (Earning Before Interest and Taxes). Atrav��s da literatura relevante, verificou-se que o planeamento estrat��gico, a contabilidade de gest��o e a gest��o de risco t��m progredido de modo a responder ��s mudan��as do meio envolvente onde as empresas est��o a operar. Contudo, em termos pr��ticos, este estudo permitiu verificar que a implementa����o da gest��o de risco e da contabilidade de gest��o no tecido empresarial de Vila do Conde tem sido muito lenta. Os dados foram recolhidos atrav��s dum inqu��rito eletr��nico efetuado a 505 empresas do concelho de Vila do Conde de diversas atividades econ��micas pertencentes aos tr��s grandes sectores (servi��os, ind��stria e com��rcio). De acordo com os resultados obtidos, concluiu-se que apenas 17% das empresas do concelho de Vila do Conde efetuam simult��neamente planeamento estrat��gico, contabilidade de gest��o e gest��o de risco. Conclui-se ainda que as empresas do concelho de Vila do Conde que efetuam em simult��neo planeamento estrat��gico, contabilidade de gest��o e gest��o de risco apresentam em m��dia um EBIT (2010) aparenta ser superior ��s que n��o fazem planeamento estrat��gico, contabilidade de gest��o e gest��o de risco.

Planeamento estrat��gico atrav��s da implementa����o da metodologia Balanced Scorecard numa empresa de constru����o

Atualmente, existe uma constante necessidade de inova����o tecnol��gica e organizacional das empresas, face ��s exig��ncias do mercado e ao aumento constante da competitividade. No contexto da economia atual, e para contrariar a falta de investimento dos ��ltimos anos, as empresas concentram-se no desenvolvimento de neg��cios bem estruturados e organizados, que satisfa��am as exig��ncias de cada cliente. Revela-se, assim, muito importante a avalia����o de desempenho para o alcance do seu sucesso, permitindo alinhar as atividades operacionais com a vis��o organizacional, fomentar a comunica����o da estrat��gia e gerir o seu desempenho. �� neste contexto que ganha import��ncia o Balanced Scorecard, um instrumento que permite avaliar o desempenho organizacional, funcionando tamb��m como uma ferramenta de gest��o. Tem, portanto, como principais objetivos definir claramente uma estrat��gia, definir objetivos, indicadores e medidas estrat��gicas, planear e estabelecer metas e melhorar continuamente os resultados obtidos. Esta ferramenta analisa a organiza����o em quatro diferentes perspetivas: financeira, clientes, processos internos e apendizagem e crescimento. Cada uma delas deve estrututrar os seus pr��prios objetivos, indicadores, metas e iniciativas de forma a contribuir para o desenvolvimento da estrat��gia da organiza����o e avaliar o seu desempenho. O desafio deste relat��rio �� adaptar esta metodologia durante a realiza����o de um est��gio curricular na empresa Bysteel, que tem por base a implementa����o de um processo de gest��o estrat��gica nas suas empreitadas, atrav��s do Balanced Scorecard. Este planemamento surge como um dos principais requisitos para uma gest��o eficaz de custos e de tempo planeados para cada empreitada da Bysteel. Este processo torna-se bastante complexo dado que cada obra apresenta diferentes particularidades. A implementa����o desta metodologia numa empresa desta dimens��o �� um fator muito motivador, tornando-se ainda mais interessante pelo facto de se tratar de uma implementa����o numa nova vertente.

Give some to get some - Analysing the relationship between worker satisfaction with human resources management and perceived individual performance in a Portuguese hospital

The purpose of this study is to investigate the association between the satisfaction with HRM practices in an organization and the workers' perceived performance. We are interested in learning if indeed workers that are more satisfied with the organization���s practices will also perceive themselves as more hardworking than others, thus confirming the happy-productive worker hypothesis, from an individual perception standpoint. Data originates from a large Portuguese hospital, with a sample of 952 clinical and nonclinical hospital workers. Data was originally explored using SPSS software and later tested in AMOS software where a multiple regression model was constructed and tested. Results indicate that overall satisfaction with HRM practices are related with the workers��� perceived performance; most of the HRM satisfaction subscales also relate, except for pay and performance appraisal, that do not seem to be good predictors of the workers perceived performance. The present study is based on a single large public hospital, and thus, these findings need to be further tested in other settings. This study offers some clues regarding the areas of HRM that seem to be more related with the workers��� perceived performance, and hence provide an interesting framework for managers dealing with healthcare teams. This study contributes to the happy-productive worker hypothesis research, by including seldom used variables in the equation and taking a different perspective. Results provide new clues for investigation and practice regarding the areas of action in HRM that seem to be more prone to elicit perceived effort from the workers.

Organization knowledge management change from a complex adaptive systems perpective with ability for ambidexeterity

We are working on the confluence of knowledge management, organizational memory and emergent knowledge with the lens of complex adaptive systems. In order to be fundamentally sustainable organizations search for an adaptive need for managing ambidexterity of day-to-day work and innovation. An organization is an entity of a systemic nature, composed of groups of people who interact to achieve common objectives, making it necessary to capture, store and share interactions knowledge with the organization, this knowledge can be generated in intra-organizational or inter-organizational level. The organizations have organizational memory of knowledge of supported on the Information technology and systems. Each organization, especially in times of uncertainty and radical changes, to meet the demands of the environment, needs timely and sized knowledge on the basis of tacit and explicit. This sizing is a learning process resulting from the interaction that emerges from the relationship between the tacit and explicit knowledge and which we are framing within an approach of Complex Adaptive Systems. The use of complex adaptive systems for building the emerging interdependent relationship, will produce emergent knowledge that will improve the organization unique developing.

Fatores influenciadores da gest��o da qualidade e independ��ncia do auditor: um estudo de caso

Disserta����o apresentada ao Instituto Superior de Contabilidade para obten����o do Grau de Mestre em Auditoria Orientada por: Doutora Alcina Dias

Multi-agent negotiation for coalition formation and management in electricity markets

Negotiation is a fundamental tool for reaching understandings that allow each involved party to gain an advantage for themselves by the end of the process. In recent years, with the increasing of compe-titiveness in most sectors, negotiation procedures become present in practically all of them. One particular environment in which the competitiveness has been increasing exponentially is the electricity markets sector. This work is directed to the study of electricity markets��� partici-pating entities interaction, namely in what concerns the formation, management and operation of aggregating entities ��� Virtual Power Players (VPPs). VPPs are responsible for managing coalitions of market players with small market negotiating influence, which take strategic advantage in entering such aggregations, to increase their negotiating power. This chapter presents a negotiation methodology for the creation and management of coalitions in Electricity Markets. This approach is tested using MASCEM, taking advantage of its ability to provide the means to model and simulate VPPs. VPPs are represented as coalitions of agents, with the capability of negotiating both in the market, and internally, with their members, in order to combine and manage their individual specific characteristics and goals, with the strategy and objectives of the VPP itself.

Corporate brand identity management ��� proposal of a new framework

The term ���corporate brand��� has been widely used in literature since the eighties. According to Balmer (1998) this concept tends to be used as an alternative to the concept of corporate identity. The author argues that the use of branding principles to discuss corporate identity has tended to align the area more closely with marketing. However, the literature on brand management (Aaker, 1991; Kapferer, 1991 and de Chernatony and McDonald, 1992), gives little attention to the corporate brand��� (p. 985). Based on the concepts of corporate brand, brand identity and B2B relationship, the authors are interested in eliminating this gap in literature by designing a framework of corporate brand identity management. The aim of this investigation is to investigate the impact of B2B relationships in corporate brand identity management. The methodology used is quantitative analysis of surveys and scale development. The originality of this paper is to investigate the influence of the relationship between brands in corporate brand identity. This investigation is very important to help the decisions of the corporate brand managers and academics. According to literature, namely on corporate brands (Balmer 2002b, Hatch and Schultz, 2001, 2003) and on brand identity (Kapferer, 1991, 2008, Aaker, 1996, de Chernatony, 1999) the authors developed a corporate brand identity management framework considering relationships between brands a context variable with definite impact on identity management as stated by Hakansson and Snehota (1989, 1995). These authors consider that organisations�� identity management is pursued under a relational perspective with impact on identity management. Most researchers on identity and corporate brand emphasise the importance of external influences (Kennedy, 1977; King, 1991; de Chernatony, 1999; Balmer and Gray, 2000; Balmer, 2002a). Those influences concern legislation, concurrence, political issues... and stakeholders��� perceptions and reputations (due to the holistic approach demanded by corporate brands). In this context the authors claim the importance of another influence: B2B relationships. This decision is inspired in sociological studies (Mannheim, 1950; and Tajfel and Turner, 1979) regarding individual identity. These authors claim that individuals form their personality by interacting in the social field. The authors argue that corporate brand identity also develops itself under a relational approach. The relationships selected to pursue this investigation are the ones that are developed by Portuguese universities and investigation centres that cooperate by developing investigation. Those centres are administrative and financially autonomous

The invisible factors that can make the difference. Language management and knowledge transfer in multinational sites

The knowledge-based society we live in has stressed the importance of human capital and brought talent to the top of most wanted skills, especially to companies who want to succeed in turbulent environments worldwide. In fact, streams, sequences of decisions and resource commitments characterize the day-to-day of multinational companies (MNCs). Such decision-making activities encompass major strategic moves like internationalization and new market entries or diversification and acquisitions. In most companies, these strategic decisions are extensively discussed and debated and are generally framed, formulated, and articulated in specialized language often developed by the best minds in the company. Yet the language used in such deliberations, in detailing and enacting the implementation strategy is usually taken for granted and receives little if any explicit attention (Brannen & Doz, 2012) an can still be a ���forgotten factor��� (Marschan et al. 1997). Literature on language management and international business refers to lack of awareness of business managers of the impact that language can have not only in communication effectiveness but especially in knowledge transfer and knowledge management in business environments. In the context of MNCs, management is, for many different reasons, more complex and demanding than that of a national company, mainly because of diversity factors inherent to internationalization, namely geographical and cultural spaces, i.e, varied mindsets. Moreover, the way of functioning, and managing language, of the MNC depends on its vision, its values and its internationalization model, i.e on in the way the MNE adapts to and controls the new markets, which can vary essentially from a more ethnocentric to a more pluricentric focus. Regardless of the internationalization model followed by the MNC, communication between different business units is essential to achieve unity in diversity and business sustainability. For the business flow and prosperity, inter-subsidiary, intra-company and company-client (customers, suppliers, governments, municipalities, etc..) communication must work in various directions and levels of the organization. If not well managed, this diversity can be a barrier to global coordination and create turbulent environments, even if a good technological support is available (Feely et al., 2002: 4). According to Marchan-Piekkari (1999) the tongue can be both (i) a barrier, (ii) a facilitator and (iii) a source of power. Moreover, the lack of preparation for the barriers of linguistic diversity can lead to various costs, including negotiations��� failure and failure on internationalization.. On the other hand, communication and language fluency is not just a message transfer procedure, but above all a knowledge transfer process, which requires extra-linguistic skills (persuasion, assertiveness ���) in order to promote credibility of both parties. For this reason, MNCs need a common code to communicate and trade information inside and outside the company, which will require one or more strategies, in order to overcome possible barriers and organization distortions.

As compet��ncias transversais e as pr��ticas de gest��o por compet��ncias: um estudo explorat��rio de diferentes realidades organizacionais

Ao profissional de hoje �� exigido o dom��nio de compet��ncias que transcendem a sua pr��pria fun����o, ��rea ou n��vel de qualifica����o, colocando-se assim ��s empresas o desafio de identificar e desenvolver as referidas compet��ncias, a partir de uma gest��o de recursos humanos (GRH) que tenha por base as compet��ncias, seja ela uma gest��o mais ou menos formalizada. A gest��o por compet��ncias permite uma gest��o estrat��gica, integrada e coerente dos processos de GRH, na medida em que poder�� ser transversal a todos os seus subsistemas e acontece de forma articulada com os objetivos globais do neg��cio. Neste contexto, emerge a investiga����o que se segue, um estudo explorat��rio, de cariz qualitativo que tem como objetivos compreender em profundidade a realidade de diversas empresas em termos de compet��ncias transversais valorizadas e as suas pr��ticas de gest��o de recursos humanos baseadas em compet��ncias. Entrevistamos dez gestores de recursos humanos e administradores de empresas, com um n��mero diferenciado de trabalhadores, representando assim as micro, peque- nas, m��dias e grandes empresas do norte de Portugal. Conclu��mos que as compet��ncias transversais mais valorizadas pelas empresas s��o a flexibilidade, relacionamento interpessoal, adapta����o �� mudan��a e trabalho em equipa. Esta investiga����o permitiu ainda compreender que a presen��a das compet��ncias na GRH �� caracterizada por uma forte informalidade. Nesta informalidade, as compet��ncias transversais est��o presentes na contrata����o, na reten����o e nos planos de desenvolvimento, sendo menos frequente a sua utiliza����o em pr��ticas como a gest��o e avalia����o de desempenho, gest��o de carreiras e gest��o de benef��cios e recompensas. Estes resultados representam vantagens para a produ����o cient��fica e para as empre- sas, sistemas de ensino, profissionais e estudantes, n��o s�� pela import��ncia que as compet��ncias e as compet��ncias transversais assumem no mercado de hoje e porque fornecem dados atualizados e pistas para investiga����es futuras.

A import��ncia da gest��o baseada na cria����o de valor para o acionista (Value-Based Management): o caso do Grupo Galp Energia

A avalia����o de empresas sempre constituiu um tema de elevada reflex��o, sendo que v��rios especialistas tentam encontrar os modelos que melhor se adaptam a situa����es espec��ficas e para as quais precisam de determinar um valor. No contexto empresarial portugu��s come��a a ganhar signific��ncia a pr��tica da gest��o orientada para a cria����o de valor (Value-Based Management). O conceito de Value-Based Management assistiu a um particular desenvolvimento nos ��ltimos 20 anos como resultado da globaliza����o e desregulamenta����o dos mercados financeiros, dos avan��os nas tecnologias de informa����o e do aumento da import��ncia dos investidores institucionais. V��rios analistas apresentaram evid��ncia de que as empresas que adotam sistemas VBM melhoram o seu desempenho econ��mico em rela����o a outras de dimens��o semelhante no mesmo setor. �� neste contexto que o EVA (Economic Value Added) se apresenta como uma m��trica de desempenho privilegiada nos processos de controlo das decis��es estrat��gicas tomadas. No presente trabalho pretendemos abordar o conceito da gest��o baseada na cria����o de valor e a sua import��ncia para o acionista, o que implica rever outros modelos de avalia����o tradicionais baseados no valor contabil��stico. Como m��trica de avalia����o do desempenho passado da empresa ao n��vel da cria����o de valor vamos dar particular import��ncia ao estudo do EVA, fazendo refer��ncia �� poss��vel correla����o entre esta m��trica e o MVA (Market Value Added). O objetivo principal �� analisar empiricamente a rela����o do EVA como medida de desempenho associada �� cria����o de valor para os acionistas com a performance da empresa. Com efeito, vamos efetuar um estudo de caso, que vai incidir sobre um grupo empresarial portugu��s, refer��ncia no seu setor de atividade, o Grupo Galp Energia, cotado na Euronext Lisbon. Pensamos que a crescente pr��tica da gest��o baseada na cria����o de valor nas empresas cotadas em Portugal e a necessidade de aferir os resultados desta, tornam esta investiga����o pertinente, para al��m do facto de serem poucos os estudos emp��ricos �� quest��o da cria����o de valor e a sua correla����o com o valor acrescentado de mercado e com o valor de mercado dos capitais pr��prios das empresas cotadas em Portugal.

Implementa����o e integra����o do modelo de acredita����o da Joint Commission International na unidade de imagiologia do Hospital Privado da Boavista

Este trabalho descreve a abordagem abrangente sobre a melhoria do sistema de gest��o da qualidade na Unidade de Imagiologia do Hospital da Boavista atrav��s da implementa����o das normas de acredita����o da Joint Commission International (JCI). Fundamental para a melhoria geral da qualidade �� a redu����o cont��nua de riscos para os doentes e para os profissionais da Unidade. Tais riscos podem existir ao n��vel do ambiente f��sico assim como no circuito dos exames e dos doentes. A acredita����o em Sa��de �� uma das prioridades estrat��gicas do Minist��rio da Sa��de e tem como objetivo fortalecer a confian��a dos cidad��os nos profissionais de sa��de bem como nas institui����es de sa��de. �� importante que Portugal cultive a melhoria da qualidade e seguran��a nas institui����es de sa��de mantendo uma rela����o adequada custo/benef��cio. A Uni��o Europeia tem feito um esfor��o para que a acredita����o seja harmoniosa nos seus princ��pios, no entanto �� respeitada sempre a preval��ncia da legisla����o de cada pa��s, bem como as suas especifica����es culturais e religiosas (Shaw, 2006), responsabilizando-o pelo seu sistema de sa��de O trabalho aqui apresentado tem como objetivo principal fundamentar a escolha do modelo de acredita����o da JCI para o Hospital da Boavista, nomeadamente para a Unidade de Imagiologia, ver se os padr��es est��o de acordo com os procedimentos da Unidade, identificar falhas e apontar possiveis melhorias. Pretende-se ainda mostrar a import��ncia da implementa����o dos sistemas de certifica����o e acredita����o da gest��o da qualidade, documentada pela experi��ncia profissional, bem como o know-how do Hospital da Boavista, assim como a complementaridade dos programas da gest��o da qualidade, certifica����o e acredita����o. A escolha do modelo de acredita����o da JCI, foi uma op����o do Hospital da Boavista baseada na credibilidade e no grau de exig��ncia que a entidade imp��e. Foi imperativo que a Unidade de Imagiologia realizasse as suas fun����es de forma v��lida e fi��vel e que disponibilizasse produtos / servi��os de qualidade. A monitoriza����o e consequente controlo de qualidade do servi��o prestado pela Unidade de Imagiologia, foi dif��cil mas simplificado, em parte, devido ao sistema de gest��o da qualidade ISO 9001:2008 j�� implementado, tendo este sido consolidado com a implementa����o da acredita����o da JCI, com padr��es espec��ficos bem definidos na gest��o do controlo de qualidade na Unidade de Imagiologia do Hospital da Boavista.

Knowledge management in multinational companies: the repatriates��� role in the competitive advantage in subsidiaries

This paper addresses the topic of knowledge management in multinational companies (MNCs). Its purpose is to examine the role of expatriates in knowledge acquisition and transfer within MNCs. Specifically it focuses on knowledge acquisition and transfer from one MNC head office located in Germany to two Portuguese subsidiaries as a basis for competitive advantage in their Portuguese subsidiaries. A qualitative research methodology is used, specifically through an exploratory case study approach, which examines how international assignments are important for the role of expatriates In knowledge acquisition and transfer between foreign head offices and their Portuguese subsidiaries. The data were collected through semi structured interviews to 10 Portuguese repatriates from two Portuguese subsidiaries of one foreign MNC. The findings suggest that the reasons that lead to expatriating employees from Portuguese subsidiaries to foreign head offices are connected to (1) knowledge management strategies to development the subsidiary���s performance; (2) new skills and knowledge acquisition by future team leaders and business/product managers in Portuguese subsidiaries; (3) procuring knowledge, from agents in head office, to be disseminated amongst co-workers in Portuguese subsidiaries; (4) acquiring global management skills, impossible to acquire locally and; (5) developing global projects within MNC. Also our results show that knowledge acquisition and transfer from foreign head office, through subsidiaries��� expatriates, contributes directly to the Portuguese subsidiaries��� innovation, improved performance, competitive advantage and growth in the economic sectors in which they operate. Moreover, evidence reveals that expatriation is seen as a strategy to fulfil some of the main organisational objectives through their expatriates (e.g., create new products and business markets, develop and incorporate new organisational techniques and processes, integrate global teams within multinational corporation with a responsibility on the definition of global objectives). The results obtained suggest that expatriates have a central role in acquiring and transferring strategic knowledge from MNC head office to their subsidiaries located in Portugal. Based on the findings, the paper discusses in detail the main theoretical and managerial implications. Suggestions for further research are also presented. The study���s main limitation is the small size of the sample, but its findings and methodology are quite original and significant.

Auditoria de resultados no Minist��rio da Defesa Nacional, ramo Ex��rcito

Trabalho de Projeto apresentado ao Instituto de Contabilidade e Administra����o do Porto para a obten����o do grau de Mestre em Auditoria, sob orienta����o do Dr. Rodrigo Carvalho e co-orienta����o do Major de Artilharia Ant��nio Raba��o