La vision estrategica en el sector publico : la experiencia de las empresas publicas brasilenas

La presente tesis aborda el tema de la Visión Estratégica en el contexto de la empresa pública brasilefía, Siendo que para facilitar el análisis, la practica estratégica es evaluada en términos de Planeamiento Empresarial, Planeamiento Estratégico o Administración Estratégica según sea el caso. EI objetivo de la investigación es análizm y determinar el grado de utilización y apoyo de la referida herramienta gerencial en la optimización de la gestión cotidiana de dichas empresas públicas. Así, son analisados el nivel de suceso, las falias, así como sus oportunidades de utilización, a la luz dei referencial teórico existente y salvando las restricciones, por cuanto la mayor parte de la literatura encontrada versa sohre la empresa privada. Los resultados de la investigación, bibliográfica, documental y de campo practicadas en empresas públicas brasilefías de grande porte, tales como Compafíía Vale do Rio Doce, Petrobrás, Embratel, Eletrobrás y BNDES, muestran los diferentes grados de aplicación de la Visión Estratégica en las mismas. Siendo que su efectiva inserción en la practica gerencial, está condicionada, entre otros factores, a que se aprenda a lidiar con la variable política, y a que se trabaje ell pro de Cultura, Estructuras Organizacionales, Sistemas de Información Gerencial, Recursos Humanos para el planeamiento. Se apreció, que en la mayoría de las empresas investigadas, la Visión Estratégica cn la Gerencia y especialmcnte en el proceso de planeamicnto es rcciente pero que viene siendo inserida en la filosoFía gerencial gradual y lentamente, ganando cada vez mayor relevancia.

Can a great resume hurt? Gender and contrast effects on recruiting

Recruiters make many inferences about applicants' abilities and interpersonal attributes on the basis of applicants' resumes. For example, every once in a while, a good resume leaves a strong positive impression and the recruiter creates a high expectation for the selection interview. What if a disappointing interview follows? Will the great resume help or hurt the candidate? The purpose of this study is to assess the impact of a good resume on the recruiter’s evaluation of a candidate when a non-enthusiastic interview follows as well as the interacting role of gender. The results of two online experiments (n=454) where participants played the role of the recruiter, showed that, on average, a very good resume (vs. no resume) before a non-enthusiastic interview did not affect the recruiter’s evaluation of the candidate. However, when the recruiter’s and the candidate’s gender were taken into consideration, a different picture emerged. While no effect was found for male recruiters, the candidate’s resume had a clear significant impact on female recruiter’s evaluations: when the candidate was also a female, the good resume shown before the non-enthusiastic interview performance tended to help, whereas when the candidate was a male, the good resume had a significant negative effect on female recruiters’ evaluation of the candidate. In sum, in situations where the resume had a strong impact on the recruiter’s evaluation (female recruiters), the direction of the effect was moderated by the candidate’s gender. Gender differences in information processing as well as in-group/out-group biases due to gender matching are used to hypothesize and explain the main findings.

Credible managerial vision

We develop a model in which managers choose whether or not to reveal their “vision” for the future of their companies. Visionary managers are valuable because they generate incentives for workers to develop profitable innovations for the firm. However, managerial vision is not necessarily credible. After workers have invested in developing ideas, there is no a priori reason for a manager to keep her earlier promises when new contingencies arise and make it profitable to change the firm’s strategic direction. We show that credible managerial vision will arise in equilibrium when managers have career concerns. In order to credibly implement their visions, managers issue public “mission statements” to motivate workers. Mission statements are not legally binding contracts and their value comes solely from their effects on managerial opportunities outside the firm. Among the new implications of the model, we show that managerial vision is more likely to be credible in industries in which managerial turnover is high and in which the managerial skill premium is high. Differently from the related literature that take managerial biases as exogenous, we show not only that biases increase workers’ incentives, but also that the need to provide incentives to workers increases managers’ incentives to become credible visionaries.