Environmental and international tariffs in a mixed duopoly

In this paper, we study the effects of environmental and trade policies in an international mixed duopoly serving two markets, in which the public firm maximizes the sum of consumer surplus and its profit. We also analyse the effects of privatization. The model has two stages. In the first stage, governments choose environmental taxes and import tariffs, simultaneously. Then, the firms engage in a Cournot competition, choosing output levels for the domestic market and to export. We compare the results obtained in the three different ways of moving on the decision make of the firms.

Estratégia de internacionalização da Grande Porto: seleção, modos de entrada e marketing-mix na abordagem dos mercados internacionais

Dissertação apresentada ao Instituto Politécnico do Porto para obtenção do Grau de Mestre em Gestão das Organizações, Ramo de Gestão de Empresas Orientada pelo Professor Doutor José Freitas Santos

Estratégia de centralização de compras e minimização de custos estudo de caso do Grupo Pinto & Cruz

Trabalho de Projeto apresentado ao Instituto de Contabilidade e Administração do Porto, para a obtenção do grau de Mestre em Auditoria, sob orientação de Doutora Alcina Dias

Melhoria do processo produtivo na Simoldes aços, SA

O trabalho presente nesta dissertação incidiu sobre a aplicação das metodologias Lean no âmbito do processo produtivo de uma empresa metalomecânica de moldes – SIMOLDES AÇOS, SA. No atual enquadramento, com os mercados nacionais e internacionais debaixo de feroz competição, as empresas são obrigadas a estudar métodos e técnicas que permitam eliminar desperdícios, reduzir custos e tempos de produção, ao mesmo tempo que são exigidos maiores níveis de qualidade dos produtos fabricados com vista ao aumento da competitividade. No decorrer do trabalho desta dissertação de mestrado foi realizada uma análise abrangente do estado atual do sector de atividade do processo produtivo na empresa SIMOLDES AÇOS SA, o que permitiu identificar as áreas e os pontos a intervir e desenhar as soluções de melhoria na atividade do processo produtivo. Na fase concludente do trabalho foram implementadas algumas dessas propostas de melhoria, ao passo que outras ficaram programadas para futura implementação. Na base do trabalho desenvolvido esteve a metodologia Lean, que apresenta um papel relevante na implementação de uma abordagem integrada da função do processo produtivo na aquisição dos objetivos da produção. O presente projeto baseou a sua estratégia de implementação na aplicação da ferramenta do 5S. Esta ferramenta visa a redução de desperdícios, da melhoria do desempenho dos processos e da plena integração de todos os colaboradores no processo de fabrico. Com a implementação das melhorias propostas, foram observadas melhorias significativas no fluxo das atividades do processo produtivo.

Implementação e integração do modelo de acreditação 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 gestão da qualidade na Unidade de Imagiologia do Hospital da Boavista através da implementação das normas de acreditação da Joint Commission International (JCI). Fundamental para a melhoria geral da qualidade é a redução contínua de riscos para os doentes e para os profissionais da Unidade. Tais riscos podem existir ao nível do ambiente físico assim como no circuito dos exames e dos doentes. A acreditação em Saúde é uma das prioridades estratégicas do Ministério da Saúde e tem como objetivo fortalecer a confiança dos cidadãos nos profissionais de saúde bem como nas instituições de saúde. É importante que Portugal cultive a melhoria da qualidade e segurança nas instituições de saúde mantendo uma relação adequada custo/benefício. A União Europeia tem feito um esforço para que a acreditação seja harmoniosa nos seus princípios, no entanto é respeitada sempre a prevalência da legislação de cada país, bem como as suas especificações culturais e religiosas (Shaw, 2006), responsabilizando-o pelo seu sistema de saúde O trabalho aqui apresentado tem como objetivo principal fundamentar a escolha do modelo de acreditação da JCI para o Hospital da Boavista, nomeadamente para a Unidade de Imagiologia, ver se os padrões estão de acordo com os procedimentos da Unidade, identificar falhas e apontar possiveis melhorias. Pretende-se ainda mostrar a importância da implementação dos sistemas de certificação e acreditação da gestão da qualidade, documentada pela experiência profissional, bem como o know-how do Hospital da Boavista, assim como a complementaridade dos programas da gestão da qualidade, certificação e acreditação. A escolha do modelo de acreditação da JCI, foi uma opção do Hospital da Boavista baseada na credibilidade e no grau de exigência que a entidade impõe. Foi imperativo que a Unidade de Imagiologia realizasse as suas funções de forma válida e fiável e que disponibilizasse produtos / serviços de qualidade. A monitorização e consequente controlo de qualidade do serviço prestado pela Unidade de Imagiologia, foi difícil mas simplificado, em parte, devido ao sistema de gestão da qualidade ISO 9001:2008 já implementado, tendo este sido consolidado com a implementação da acreditação da JCI, com padrões específicos bem definidos na gestão do controlo de qualidade na Unidade de Imagiologia do Hospital da Boavista.

Expatriates’ influence on knowledge sharing: an empirical study with International portuguese companies

Despite the abundant literature in knowledge management, few empirical studies have explored knowledge management in connection with international assignees. This phenomenon has a special relevance in the Portuguese context, since (a) there are no empirical studies concerning this issue that involves international Portuguese companies; (b) the national business reality is incipient as far as internationalisation is concerned, and; (c) the organisational and national culture presents characteristics that are distinctive from the most highly studied contexts (e.g., Asia, USA, Scandinavian countries, Spain, France, The Netherlands, Germany, England and Russia). We examine the role of expatriates in transfer and knowledge sharing within the Portuguese companies with operations abroad. We focus specifically on expatriates’ role on knowledge sharing connected to international Portuguese companies and our findings take into account organizational representatives’ and expatriates’ perspectives. Using a comparative case study approach, we examine how three main dimensions influence the role of expatriates in knowledge sharing among headquarters and their subsidiaries (types of international assignment, reasons for using expatriation and international assignment characteristics). Data were collected using semi‐structured interviews to 30 Portuguese repatriates and 14 organizational representatives from seven Portuguese companies. The findings suggest that the reasons that lead Portuguese companies to expatriating employees are connected to: (1) business expansion needs; (2) control of international operations and; (3) transfer and knowledge sharing. Our study also shows that Portuguese companies use international assignments in order to positively respond to the increasingly decaying domestic market in the economic areas in which they operate. Evidence also reveals that expatriation is seen as a strategy to fulfill main organizational objectives through their expatriates (e.g., business internationalization, improvement of the coordination and control level of the units/subsidiaries abroad, replication of aspects of the home base, development and incorporation of new organizational techniques and processes). We also conclude that Portuguese companies have developed an International Human Resources Management strategy, based on an ethnocentric approach, typically associated with companies in early stages of internationalization, i.e., the authority and decision making are centered in the home base. Expatriates have a central role in transmitting culture and technical knowledge from company’s headquarters to the company’s branches. Based on the findings, the article will discuss in detail the main theoretical and managerial implications. Suggestions for further research will also be presented.

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.

Cultural Intelligence (CQ) in Erasmus Mundus Students and Alumni: an exploratory study on the levels and antecedents of CQ

Erasmus Mundus Masters (EMM) are programs with a strong component of interculturality. Our study aimed at understanding the level of cultural intelligence (CQ) of EMM students and alumni, as well as some of the characteristics associated with higher levels of CQ. The study included 626 EMM students and alumni from 109 different countries that encompasses 6 continents. Ang and Van Dyne’s (2006) cultural intelligence scale was used; closed and open ended questions were used to describe the sample’s sociodemographic characteristics and experiences regarding interculturality. After validating and assessing the scale’s psychometric properties, relations between different variables were explored using Pearson’s correlation, ANOVA, t Tests, and GLM procedures. We then analysed the open ended responses to gain further insight on our results. Differences among respondents are mainly equated with international experience rather than nationality or training. Respondents’ open ended replies provided us with a deeper insight on why training seems to be so ineffective in developing CQ. This is a transversal study that uses self-reporting measures; also, questionnaires were conducted in English, which was not the mother tongue of most of the respondents. This work is consistent with the CQ literature, however we argue that training mentioned by respondents systematically fails to meet some of literature’s foremost conditions for effective CQ trainings and provide clues for the implementation of more successful initiatives. With an exceptionally diverse sample, this study contributes towards the understanding of mechanisms of developing CQ among EMM and international Students. Results can be useful for selection processes, training/development of CQ and reducing dropout/turnover.