Alignment of operations strategy: Exploring the marketing interface

Purpose - The purpose of this paper is to identify factors that can help managers to overcome barriers to alignment of operations strategy at the interface with marketing. Design/methodology/approach - This objective required the application of a procedure based on strategic consensus and a deeper analysis, such that the delimitation of the study in a single case was mandatory. The strategic processes of interfacing involve managerial attributes that are subject to the influence of human aspects and, therefore, the research method used a qualitative approach. The protocol design included the following data sources: interviews, document reviews and researcher observations. The categorisation was made based on the theoretical references, the frequency of observations, common responses and information from documents. Findings - The balance between intra-functional trade-offs, joint research on the competitive context, reflections on the understanding of customer needs and operational performance, and understanding of inter-functional trade-offs were the main factors verified. They effectively support decisions associated with interface processes and promotes the integration of these processes. They can generate inputs that enable managers to achieve an appropriate balance among alternatives in light of various trade-offs. Practical implications - These factors make possible new connections between strategic processes in the context of operations and marketing functions. The formations of these strategies are aligned through a better understanding of both threats and opportunities by means of a joint analysis of the competitive context. The presented findings can be used to develop a clear definition of strategic objectives of operations and a more appropriate treatment of market needs. Originality/value - The findings from the research can be considered as new elements for promoting alignment in the formation process of the operations strategy. Little research to date has examined the operations-marketing strategic interface of companies in the context of strategic consensus. © Emerald Group Publishing Limited.

As operações de paz da ONU no pós-guerra fria: a atuação brasileira no Timor Leste

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Segurança pública e as operações de construção da paz pós-conflitos armados

O artigo apresenta como as operações de paz contemporâneas, conduzidas pela Organização das Nações Unidas (ONU) para gerenciar e/ou resolver conflitos armados, têm lidado com a questão da segurança pública. Como parte do esforço de estabelecer uma paz duradoura nesses territórios, as atividades realizadas pela Organização incluem a reforma do setor de segurança e a estruturação de uma força policial democrática como parte de um amplo processo de construção da paz. Baseado em bibliografia sobre o assunto, documentos das Nações Unidas e observações pessoais, o texto aborda conceitos sobre as operações de paz, as ideias que norteiam a construção de uma polícia democrática, suas finalidades no contexto da segurança pública pós-conflito armado, as atividades realizadas para consecução desse objetivo e os problemas enfrentados pela ONU.

CONTRIBUTIONS OF OPERATIONS MANAGEMENT TO THE COMPETITIVENESS OF THE BRAZILIAN ELECTRONICS SECTOR

The objective of this paper is to identify and analyze various aspects of the internal and external operations management of Brazil's electronics sector and to consider the opportunities for and the threats to increasing the competitiveness of its participation in the global supply chain. To address this shortage in the literature, a survey of Brazilian Electric and Electronic Industry Association (ABINEE) companies was conducted. The collected data were complemented with secondary data to establish an overall view of the electronics sector in Brazil. The results suggest that electronics product assembly companies have the opportunity to invest more in information technology to expand process integration, plan and develop products, integrate customers, and maintain rather than expand their supply chain practices. The alignment between internal and external operations management becomes important in this context. The originality of this paper lies in its clarification of operations management in an economically important sector and the insight it provides to academics, practitioners and policy makers involved in the domestic and international electronics sector.

Evaluation of hearing protection used by police officers in the shooting range

Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

Efficiency of occlusal splints on police officers with TMD

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

New Business Models And Editorial Exemption: A Study On Service Journalism Based On Ecommerce Operations

The paper presents and discusses business strategies based on the association from journalistic content to new commercial practices in digital media. We describe selected examples from Folha de S. Paulo and El País involving service guides, links and ecommerce advertisements. The employed method provides content analysis to illustrate how the search for new business models in journalism may conduct its commercial activities beyond the conventional sale of advertising and subscriptions, including a discussion on the challenges and implications of this practice. The hypothesis is demonstrated by describing operations for the sale of tickets, books, music, and films related to news features and service journalism contents. The text finally wonders and discusses how such commercial actions may affect editorial autonomy and publishing exemption.

Low-carbon operations and production: putting training in perspective

The purpose of this paper is mainly to show how training may support low-carbon operations and production management in a more sustainable organizational context. Design/methodology/approach – A conceptual framework to facilitate the integration between training and low-carbon operations and production is presented. Findings – To accomplish better training in a low-carbon organization, some steps should be followed. Challenges may occur, including the necessity of collaboration across the supply chain. Research limitations/implications – The proposed framework should be applied and improved based on the actual conditions in organizations.