Regional trade agreements and the world trade organization

A D��cada de 1990 foi Marcada por uma Consider��vel Prolifera����o de Acordos Regionais de Comercio (Arcs). Esses Acordos, que em Princ��pio Teriam Car��ter Excepcional no Sistema Multilateral de Com��rcio, Espalharam-Se por V��rias Partes do Mundo E, Atualmente, s��o Raros os Casos de Pa��ses que n��o Participam de Pelo Menos um Acordo Preferencial. este Artigo tem como Objetivo Analisar os Acordos Preferenciais e suas Implica����es no Sistema Multilateral de Com��rcio E, para Tanto, s��o Considerados os Aspectos Normativos e Econ��micos Relacionados ao Tema. Al��m Disso, Apresenta-Se a Sistematiza����o das Principais Quest��es Alusivas �� Interpreta����o das Regras da Omc Relativas Aos Acordos Regionais de Com��rcio. Finalmente, com o Intuito de Fornecer Elementos Adicionais para a Avalia����o do dos Acordos Preferenciais Ser��o Analisados os Impactos Econ��micos de Alguns dos Principais Acordos para o Mercosul.

Em busca de um novo paradigma organizacional com base na learning organization - o caso do Instituto Internacional de Projeciologia e Consci��nciologia

Esta disserta����o apresente o conceito Organiza����o de Aprendizagem e propostas paradigm��ticas inovadoras para administra����o. Dentre eles, o Paradigma Paraecon��mico idealizado por guerreiro Ramos, o Paradigma Consciencial de Waldo Vieira e os Paradigmas sociais de Burrel e Morgan. O objetivo �� por meio do estudo de caso de uma organiza����o sem fins lucrativos, dedicada �� Pesquisa do Fen��meno da Consci��ncia, o IIPC, entender o pr��-sistema, Organiza����o de aprendizagem e estudar novos paradigmas para gest��o com pessoas, no contexto atual. Al��m disso, se busca tamb��m, classificar o Instituto Internacional de Projeciologia e Conscienciologia como ajustado ou n��o ao pr��-sistema de Peter Senge, dentro da realidade de empresas de Terceiro Setor. Por fim, se conclui que o modelo Consciencioc��ntrico, origin��rio do Paradigma Consciencial, se aproxima bastante do modelo de Senge, baseado nas cinco disciplinas, indo al��m no que diz respeito ao autoconhecimento e cultura organizacional fomentadora da reciclagem e aprendizagem.

Crisis communication: organization's reactions to unexpected events

A reputa����o �� considerada o ativo mais importante das empresas. Ela permite o estabelecimento de rela����es comerciais e garante um bom funcionamento da organiza����o. Quando um evento inesperado surge, a reputa����o pode ser amea��ada. Os gerentes, l��deres da organiza����o, t��m ent��o que demonstrar reatividade e capacidade em responder as necessidades dos stakeholders, e capacidade de detectar e consertar as falhas dentro da organiza����o atrav��s de um processo de aprendizagem, para evitar conseq����ncias negativas que poderiam danificar a reputa����o e impactar o desenvolvimento operacional da empresa. Atrav��s da comunica����o de crise, observamos que depois da queda do avi��o AF 447, a companhia Air France adotou diferentes posturas adaptadas ao pedido dos stakeholders e ao grau de amea��a sofrido. Logo depois do acidente, a empresa decidiu adotar a estrat��gia do reconhecimento, assumindo uma responsabilidade simb��lica e comunicando prioritariamente para as fam��lias das vitimas e para a m��dia. Nas seguintes semanas ela utilizou a estrat��gia do sil��ncio que consiste em n��o comunicar diretamente a m��dia. Finalmente, ela usou a estrat��gia do ���bode expiat��rio��� quando ela foi sujeita a ataques diretos. As rea����es da empresa somadas ao avan��o das investiga����es judiciais revelaram falhas organizacionais ���hist��ricas��� dentro da pr��pria empresa, como por exemplo, a falta de comunica����o entre pilotos e gerentes ou uma falha de sensibilidade t��cnica e operacional da parte dos gerentes. Apesar de problemas interno e externo, a Air France demonstrou que uma comunica����o de crise bem gerenciada limita os impactos financeiros e de reputa����o. As conseq����ncias negativas sofridas pela companhia Air France foram limitadas.

Essays on industrial organization

Esta tese comp��e-se de tr��s ensaios que versam sobre o formato, em termos de estrutura de governan��a, das ind��strias e como a estrutura interna das mesmas in fluenciam esses formatos e seus produtos. O primeiro cap��tulo apresenta um modelo de como a qualidade institucional, confian��a e incompleteza contratual afetam as decisi��es das firmas sobre a melhor forma de se organizarem internacionalmente. O segundo cap��tulo vai na mesma direc��o de explicar a organiza����o das ind��strias, mas com foco no efeito da transmiss��o de informa����o entre as unidades constituintes das organiza����es sobre o formato ��timo das mesmas. Ambos trabalhos usam modelos din��micos. O terceiro cap��tulo se utiliza da modelagem de organiza����o industrial para mostrar como a estrutura interna de uma ind��stria in fluencia no risco de cr��dito consignado.

Leader-organization fit: comparing the effectiveness of paternalistic and transformational leadership in different organizational cultures

Research on paternalistic leadership (PL) has been based exclusively on national cultures�� differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon���s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers��� outcomes. Using video clips and vignettes, we found that PL is better related to followers�� outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

Does absorptive capacity affect project performance? A study based on project management practices, organization learning, and knowledge

The literature has emphasized that absorptive capacity (AC) leads to performance, but in projects its influences still unclear. Additionally, the project success is not well understood by the literature, and AC can be an important mechanism to explain it. Therefore, the purpose of this study is to investigate the effect of absorptive capacity on project performance in the construction industry of S��o Paulo State. We study this influence through potential and realized absorptive capacity proposed by Zahra and George (2002). For achieving this goal, we use a combination of qualitative and quantitative research. The qualitative research is based on 15 interviews with project managers in different sectors to understand the main constructs and support the next quantitative phase. The content analysis was the technique used to analyze those interviews. In quantitative phase through a survey questionnaire, we collected 157 responses in the construction sector with project managers. The confirmatory factor analysis and hierarchical linear regression were the techniques used to assess the data. Our findings suggest that the realized absorptive capacity has a positive influence on performance, but potential absorptive capacity and the interactions effect have no influence on performance. Moreover, the planning and monitoring have a positive impact on budget and schedule, and customer satisfaction while risk coping capacity has a positive impact on business success. In academics terms, this research enables a better understanding of the importance of absorptive capacity in the construction industry and it confirms that knowledge application in processes and routines enhances performance. For management, the absorptive capacity enables the improvements of internal capabilities reflected in the increased project management efficiency. Indeed, when a company manages project practices efficiently it enhances business and project performance; however, it needs initially to improve its internal abilities to enrich processes and routines through relevant knowledge.

Assessing the maturity levei of an organization in its adoption of collaboration technologies

Nowadays there are many information technologies that can make a significant difference to support collaborative efforts in the workspace. The role of IT is to support group collaboration by empowering team members with the right capabilities. One way to assess capabilities is through a maturity model. This paper proposes a first version of the Collaboration-Technology Maturity model (CTMM), aiming to serve as a strategic instrument for IT managers to control and manage the adoption of Collaboration Technologies (CITs) among their organizations. Our contribution is both theoretical and practical as we propose a descriptive maturity model. Nevertheless, it is also an application method and assessment instruments. We also completed an empirical evaluation by conducting 89 assessments at Latin American companies of all sizes and industries. This extensive field exercise allowed us to not only evaluate the usefulness of the model and instruments but also investigate CIT adoption patterns in Latin America in an attempt to collect historical data to further evolve CTMM into a comparative model. Responses were used to provide conclusions on CIT adoption in Latin America with respect to three specific backgrounds: the country of origin (region), size (in number of employees) and industry type. The implications of our findings are discussed for practitioners and researchers.

Social media crises in the organization: exploring management strategies through cases from France and Brazil

The aim of this Master���s thesis has been to shed light on the response strategies that organizations are implementing when facing a crisis created on or amplified by social media. Since the development of social media in the late 1990s, the interplay between the online and the offline spheres has become more complex, and characterized by dynamics of a new magnitude, as exemplified by the wave of ���Twitter��� Revolutions or the Wikileaks scandal in the mid 2000s, where online behaviors deeply affected an offline reality. The corporate world does not escape to this worldwide phenomenon, and there are more and more examples of organizational reputations destroyed by social media ���fireballs���. As such, this research aims to investigate, through the analysis of six recent cases of corporate crises (2013-2015) from France and Brazil, different strategies currently in use in order to identify examples of good and bad practices for companies to adopt or avoid when facing a social media crisis. The first part of this research is dedicated to a review of the literature on crisis management and social media. From that review, we were able to design a matrix model, the Social Media Crisis Management Matrix, with which we analyzed the response strategies of the six companies we selected. This model allows the conceptualization of social media crises in a multidimensional matrix built to allow the choice, according to four parameters, of the most efficient (that is: which will limit the reputational damage) response strategy. Attribution of responsibility for the crisis to the company by stakeholders, the origin of the crisis (internal or external), the degree of reputational threat, and the emotions conveyed online by stakeholders help companies determining whether to adopt a defensive response, or an accommodative response. The results of the analysis suggest that social media crises are rather manichean objects for they are, unlike their traditional offline counterparts, characterized by emotional involvement and irrationality, and cannot be dealt with traditionally. Thus analyzing the emotions of stakeholders proved to be, in these cases, an accurate thermometer of the seriousness of the crisis, and as such, a better rudder to follow when selecting a response strategy. Consequently, in the cases, companies minimized their reputational damage when responding to their stakeholders in an accommodative way, regardless of the ���objective��� situation, which might be a change of paradigm in crisis management.