Evidências empírico-exploratórias de fatores críticos de sucesso em treinamentos corporativos a distância via web

The goal of this dissertation is to identify some of the relevant elements that are related to corporate in-house training programs via the worldwide web. An analysis of the way these factors act upon the success of these processes was conducted. To complete this assignment, one real case was studied using the methodology proposed and which in itself was actually used by an insurance company. The results obtained suggest that some components influence the accomplishment of this procedure. According to the results verified, they do bring a set of observations that must be considered by companies in their implementation strategies of this kind of training program.

Aligning sustainability and corporate strategies: the case of hybrid-electric vehicles and Fiat-Chrysler Automobiles

Este estudo analisa a integração da sustentabilidade ambiental na estratégia das empresas no contexto da indústria automobilística. A implementação de estratégias de sustentabilidade e o desenvolvimento de veículos híbrido-elétricos são investigados com referência ao caso de um ator principal na indústria. Entre as aplicações de mobilidade eléctrica, que irá aumentar a presença no mercado nos próximos anos devido às regulamentações rigorosas e as preferências dos clientes, a pesquisa está focada em veículos híbrido-elétricos. As estratégias de sustentabilidade das grandes fabricantes de automóveis e as implicações subsequentes em termos de desenvolvimento de produtos, com uma atenção especial aos veículos elétricos híbridos, foram analisados através de dados secundários. Além disso, os dados primários foram coletados sobre a estratégia de sustentabilidade de um ator importante na indústria e usados para realizar um estudo de caso. A análise incidiu sobre os fatores críticos e os aspectos que têm impacto sobre as estratégias de sustentabilidade, que visam reduzir o impacto ambiental da indústria automobilística, e sobre o desenvolvimento de veículos híbridos. A análise dos dados mostrou que a Fiat-Chrysler Automobiles (FCA) teve uma ênfase menor na mobilidade eléctrica em termos de relatórios de sustentabilidade. A conclusão apresenta uma avaliação da estratégia corporativa da FCA, em termos de sustentabilidade ambiental, e apresenta um quadro para o desenvolvimento de veículos híbridos com quatro abordagens diferentes que têm impacto sobre a estratégia de sustentabilidade de uma montadora.

Cultural strategies: how do national cultures impact the operations strategy?

Through the assessment of the fourth round of the High Performance Manufacturing (HPM) project and the introduction of Hofstede’s Cultural Classification, the present work aims to deepen the comprehension of the impact of National Cultures on firms’ Operations Strategy. The ANOVA comparisons of four Operations Strategy elements in countries with different industrialization and development backgrounds (e.g. Germany, China, Brazil and South Korea) suggest that while Integrating Leadership and Implementation of Manufacturing Strategy are affected by the cultural levels of Power Distance, Individualism vs. Collectivism and Uncertainty Avoidance, the other two elements of Operations Strategy, Functional Integration and Formal Manufacturing Strategy, show effects of the degree of Individualism vs. Collectivism and Long-Term Orientation. The results of the study are expected to offer new perspectives on the planning and implementation of strategic and operations management for both practitioners and academics. More specifically, the analysis of cross-cultural influence over operations strategy may contribute to a better understanding of how cooperative behavior may lead firms to generate higher rents through the strengths and weaknesses of their relations, particularly in terms of global supply chains.

The consequences of the culture aspect and the power distance in the execution of global strategies in multinational companies in Brazil

One of the challenges presented by the current conjecture in Global Companies is to recognize and understand that the culture and levels in structure of the Power Distance in Organizations in different countries contribute, significantly, toward the failure or success of their strategies. The alignment between the implementation and execution of new strategies for projects intended for the success of the Organization as a whole, rather than as an individual part thereof, is an important step towards reducing the impacts of Power Distance (PDI) on the success of business strategies. A position at odds with this understanding by Companies creates boundaries that increase organizational chasms, also taking into consideration relevant aspects such as, FSAs (Firm-Specific Advantages) and CSAs (Country-Specific Advantages). It is also important that the Organizations based in countries or regions of low Power Distance (PDI) between its individuals be more flexible and prepared to ask and to hear the suggestions from Regional and Local Offices. Thus, the purpose of this study is to highlight the elements of effective strategy implementation considering the relevant aspects at all levels of global corporate culture that justify the influences of power distance when implementing new strategies and also to minimize the impacts of this internal business relationship. This study also recognizes that other corporate and cultural aspects are relevant for the success of business strategies so consider, for instance, the lack of alignment between global and regional/local organizations, the need for competent leadership resources, as well as the challenges that indicate the distance between the hierarchical levels ─ Headquarters and Regional Office ─ as some of the various causes that prevent the successful execution of global strategies. Finally, we show that the execution of the strategy cannot be treated as a construction solely created by the Headquarters or by only one Board and that it needs to be understood as a system aimed at interacting with the surroundings.