Emotional Intelligence and Leadership in Organization: A Meta-analytic Test of Process Mechanisms

The present study – employing psychometric meta-analysis of 92 independent studies with sample sizes ranging from 26 to 322 leaders – examined the relationship between EI and leadership effectiveness. Overall, the results supported a linkage between leader EI and effectiveness that was moderate in nature (ρ = .25). In addition, the positive manifold of the effect sizes presented in this study, ranging from .10 to .44, indicate that emotional intelligence has meaningful relations with myriad leadership outcomes including effectiveness, transformational leadership, LMX, follower job satisfaction, and others. Furthermore, this paper examined potential process mechanisms that may account for the EI-leadership effectiveness relationship and showed that both transformational leadership and LMX partially mediate this relationship. However, while the predictive validities of EI were moderate in nature, path analysis and hierarchical regression suggests that EI contributes less than or equal to 1% of explained variance in leadership effectiveness once personality and intelligence are accounted for.

Alinhamento estratégico da TI: o caso da UFRN

It is considered that the Strategic Alignment IT is the first step within the IT Governance process for any institution. Taking as initial point the recognition that the governance corporate has an overall view of the organizations, the IT Governance takes place as a sub-set responsible for the implementation of the organization strategies in what concerns the provision of the necessary tools for the achievement of the goals set in the Institutional Development Plan. In order to do so, COBIT specifies that such Governance shall be built on the following principles: Strategic Alignment, Value Delivery, Risk Management, Performance Measurement. This paper aims at the Strategic Alignment, considered by the authors as the foundation for the development of the entire IT Governance core. By deepening the technical knowledge of the management system development, UFRN has made a decisive step towards the technical empowerment needed to the “Value Delivery”, yet, by perusing the primarily set processes to the “Strategic Alignment”, gaps that limited the IT strategic view in the implementation of the organizational goals were found. In the qualitative study that used documentary research with content analysis and interviews with the strategic and tactical managers, the view on the role of SINFO – Superintendência de Informática was mapped. The documentary research was done on public documents present on the institutional site and on TCU – Tribunal de Contas da União – documents that map the IT Governance profiles on the federal public service as a whole. As a means to obtain the documentary research results equalization, questionnaires/interviews and iGovTI indexes, quantitative tools to the standardization of the results were used, always bearing in mind the usage of the same scale elements present in the TCU analysis. This being said, similarly to what the TCU study through the IGovTI index provides, this paper advocates a particular index to the study area – SA (Strategic Alignment), calculated from the representative variables of the COBIT 4.1 domains and having the representative variables of the Strategic Alignment primary process as components. As a result, an intermediate index among the values in two adjacent surveys done by TCU in the years of 2010 and 2012 was found, which reflects the attitude and view of managers towards the IT governance: still linked to Data Processing in which a department performs its tasks according to the demand of the various departments or sectors, although there is a commission that discusses the issues related to infrastructure acquisition and systems development. With an Operational view rather than Strategic/Managerial and low attachment to the tools consecrated by the market, several processes are not contemplated in the framework COBIT defined set; this is mainly due to the inexistence of a formal strategic plan for IT; hence, the partial congruency between the organization goals and the IT goals.

Serviço de nuvem pública e sua relação com os arranjos de governança de TI e o alinhamento estratégico

Increasingly, the Information Technology (IT) has been used to sustain the business strategies, causing increased its relevance. Therefore IT governance is seen as one of the priorities of organizations at the time. The search for strategic alignment between business and IT is debated as a factor for business success, but even with that importance, usually the main business managers are reluctant to take responsibility for decisions involving IT, mainly due to the complexity of your infrastructure. Since cloud computing is being seen as an element capable of assisting in the implementation of organizational strategies, because their characteristics enable greater efficiency and agility in IT, and is considered as a new computing paradigm. The main objective of the analyze the relationship between IT governance arrangements and strategic alignment with the infrastructure as a service (IaaS) of public cloud computing. Therefore, an exploratory, descriptive and inferential was developed, with approach to the problem of quantitatively research, with descriptive survey method and cross section. An electronic questionnaire that was applied to the ISACA chapters Associates of São Paulo and the Distrito Federal, totaling 164 respondents was used. The instrument used based on the theories of Weill and Ross (2006) for array of IT governance arrangement; Henderson and Venkatraman (1993) and Luftman (2000), for maturity of the strategic alignment model; and NIST (2011 b), ITGI (2007) and CSA (2010) for infrastructure maturity as a service (IaaS) public in its essential characteristics. As regards the main results, this research proved that with public IaaS decision-making structures have changed, with a greater participation of senior executives in all five key IT decisions (IT governance arrangement array) including more technical decisions as architecture and IT infrastructure. With increased participation of senior executives the decrease was also observed in the share of IT specialists, characterizing the decision process with the duopoly archetype (shared decision). With regard to strategic alignment, it was observed that it changes with cloud computing, and organizations with public IaaS, a maturity of strategic alignment with statistically significant and greater difference when compared to organizations without IaaS. The maturity of public IaaS is at the intermediate level (level 3 - "defined process"), with the elasticity and measurement achieved level 4 - "managed and measurable" It was also possible to infer in organizations with public IaaS, there are positive correlations between the key decisions and the maturity of IaaS, especially at the beginning, architecture and infrastructure, and the archetypes involving senior executives and IT specialists. In the correlation between the maturity and mature strategic alignment of public IaaS therefore the higher the strategic alignment, the greater the maturity of the public IaaS and vice versa.

Beszállítófejlesztés és lean beszállítófejlesztés = Supplier development and lean supplier development

A tanulmány általános áttekintést ad a beszállítófejlesztésről. A szakmában elterjedt fogalmak, a meghatározó koncepcionális keretek, az ajánlott szervezeti megoldások és az eredményes megvalósítást támogató és gátló tényezők számba vétele arra szolgál, hogy tág kontextusban értelmezhessük a lean beszállítófejlesztést. A lean beszállítófejlesztés intézményesített szervezeti rutinok halmazát jelenti – a japán autóipari nagyvállalatok gyakorlata alapján. Egyszerre van jelen az ad hoc problémamegoldás és a folyamatorientált, tág és stratégiai beszállítófejlesztés. A kulcsbeszállítók állnak a középpontban. A beszállítókkal való együttműködésben a bilaterális kapcsolatok (beszerző-beszállító) és a multilaterális kapcsolatok (beszerző és beszállítók csoportja) is fontos szereppel bírnak. A tevékenységek megvalósításában több tucat alkalmazott főállásban vesz részt. Ezek az alkalmazottak a beszerző vállalat termelési rendszerének, működési filozófiájának is szakértői. A globális nagyvállalatoknál – adott régióban is – több osztály, esetenként egymástól függetlenül is foglalkozik a beszállítók fejlesztésével. A sikeres megvalósítást és részvételt, elköteleződést támogatja, hogy az ösztönzési rutinok is formalizáltak és intézményesítettek (pl. hatalmi kérdések, elért haszon megosztása, partnerek felelőssége). _____ Our study reviews supplier development (SD) and lean supplier development literature. The first part gives an overview about general SD and related definitions, conceptual frameworks, organisational settings and supporting/impeding factors influencing the success of SD efforts. The second part of the study positions lean supplier development in this general SD context. Lean SD is built on sets of institutionalized organisational routines – based on daily practice of Japanese automotive companies. Lean SD contains of different SD approaches. It is pervaded by both ad hoc problem solving activities and process-focused, wide and strategic approaches at the same time. The efforts are focused on key suppliers. The SD is organised through bilateral (purchaser firm and supplier firm) and multilateral (purchaser firm and supplier firms) relations. At global automotive companies more dozens full time employees work on SD. These employees are expert of the production system and operating philosophy of the purchaser company. Global firms – even in a particular geographical area – have usually more departments responsible for SD. Eventually these departments work independently from each other. To achieve the expected performance improvement and real involvement and commitment it is critical to formalize and institutionalize routines influencing motivation as well (eg., power, gain sharing, responsibilities).

Auditoría integrada de Información + Conocimiento: aplicación en un caso de estudio

Se presentan los resultados de la aplicación de una metodología integradora de auditoría de información y conocimiento, llevada a cabo en un Centro de Investigación del Ministerio de Ciencia, Tecnología y Medio Ambiente de la provincia de Holguín, Cuba, conformada por siete etapas con un enfoque híbrido dirigida a revisar la estrategia y la política de gestión de información y conocimiento, identificar e inventariar y mapear los recursos de I+C y sus flujos, y valorar los procesos asociados a su gestión. La alta dirección de este centro, sus especialistas e investigadores manifestaron la efectividad de la metodología aplicada cuyos resultados propiciaron reajustar la proyección estratégica en relación con la gestión de la I+C, rediseñar los flujos informativos de los procesos claves, disponer de un directorio de sus expertos por áreas y planificar el futuro aprendizaje y desarrollo profesional.

From Customer-Oriented Strategy to Organizational Financial Performance: The Role of Human Resource Management and Customer-Linking Capability

Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer-oriented strategy. Customer-linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer-oriented strategy. Data collected from two emerging economies – China and Hungary –established that supportive HRM partially mediated the relationship between customer-oriented strategy and customer-linking capability. Customer-linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer-oriented strategy for HRM and reveals the
importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.

Societal human resources management and development

Based on a broad conceptualization of Human Resources Management and Development (HRMD) as a technical, political, and strategic field concerned to managing and developing people within and towards work context(s), this research aims to explore a potential societal role of Human Resources (HR) profession. Framed on a larger project on “New Human Resources roles”, this particular study approaches HR profession by analysing its macro-societal challenges and intervention spaces.

SQMS – A prototype for a supplier quality management system

Within the supply chain, the customer does not simply buy parts or services from suppliers, but also buys supplier capabilities, which results in quality products and services. Having a tool that handles the Inspection as well as the Nonconformance, Complaint, Corrective Action and Concession processes is key to successfully track the supplier performance. Taking as a case study a Supplier Quality Management (SQM) currently in operation in an Original Equipment Manufacturer (OEM) for automotive industry, this paper presents a platform to support a Supplier Quality Management System (SQMS), that fits the technical specification ISO/TS 16949 requirements. This prototype is composed by a web platform and a mobile App, having flexibility and mobility as key main characteristics.

Strategic knowledge management: In search of a knowledge-based organizational model

This paper discusses the results and propositions of organizational knowledge management research conducted in the period 2001-2007. This longitudinal study had the unique goal of investigating and analyzing “Knowledge Management” (KM) processes effectively implemented in world class organizations. The main objective was to investigate and analyze the conceptions, motivations, practices, metrics and results of KM processes implemented in different industries. The first set of studies involved 20 world cases related in the literature and served as a basis for a theoretical framework entitled “KM Integrative Conceptual Mapping Proposition”. This theoretical proposal was then tested in a qualitative study in three large organizations in Brazil. The results of the qualitative study validated the mapping proposition and left questions for new research concerning the implementation of a knowledge-based organizational model strategy.

Essays on Financial Constraints, R&D Investments, and Competition

This dissertation consists of two chapters of theoretical studies that investigate the effect of financial constraints and market competition on research and development (R&D) investments. In the first chapter, I explore the impact of financial constraints on two different types of R&D investments. In the second chapter, I examine the impact of market competition on the relationship between financial constraints and R&D investments. In the first chapter, I develop a dynamic monopoly model to study a firm’s R&D strategy. Contrary to intuition, I show that a financially constrained firm may invest more aggressively in R&D projects than an unconstrained firm. Financial constraints introduce a risk that a firm may run out of money before its project bears fruit, which leads to involuntary termination on an otherwise positive-NPV project. For a company that relies on cash flow from assets in place to keep its R&D project alive, early success can be relatively important. I find that when the discovery process can be expedited by heavier investment (“accelerable” projects), a financially constrained company may find it optimal to “over”-invest in order to raise the probability of project survival. The over-investment will not happen if the project is only “scalable” (investment scales up payoffs). The model generates several testable implications regarding over-investment and project values. In the second chapter, I study the effects of competition on R&D investments in a duopoly framework. Using a homogeneous duopoly model where two unconstrained firms compete head to head in an R&D race, I find that competition has no effect on R&D investment if the project is not accelerable, and the competing firms are not constrained. In a heterogeneous duopoly model where a financially constrained firm competes against an unconstrained firm, I discover interesting strategic interactions that lead to preemption by the constrained firm in equilibrium. The unconstrained competitor responds to its constrained rival’s investment in an inverted-U shape fashion. When the constrained competitor has high cash flow risk, it accelerates the innovation in equilibrium, while the unconstrained firm invests less aggressively and waits for its rival to quit the race due to shortage of funds.

Behavioural agency theory and the family business

The behavioural agency theory was developed to provide a more comprehensive explanation and prediction of managerial risk taking, in response to some shortcomings of agency theory. In general, the theory offers explanations of why decision makers prefer some strategic choices to others. The use of behavioural agency theory in family business research has, however, been very limited. Family business scholars recently adapted this theory to construct the family business variant, the ‘socioemotional wealth’ construct, which offers better explanations for the risk taking and decision making behaviours of family firms. This chapter provides an overview of behavioural agency theory and the socioemotional wealth construct, explores how they have been used in family business research, and offers suggestions for how this theory can be used in further research to contribute to both the family business and the general management literature. Keywords: family business, behavioural agency theory, socioemotional wealth, family firm heterogeneity.

El capital intelectual y su relación con la innovación en la universidad CES

En la sociedad actual del conocimiento las universidades tienen la responsabilidad de generar conocimiento e innovaciones para ofrecer soluciones a problemas de comunidades de interés. Para lograrlo las universidades deben enfocarse en su activo más importante, su capital intelectual. Hasta ahora las investigaciones relacionadas con el capital intelectual y la innovación en las universidades, son limitadas a pesar de ser un elemento estratégico para la dirección de estas organizaciones, ya que estos aspectos le representan valor en el tiempo, por tanto esta investigación busca establecer cuál es la relación que existe entre el capital intelectual y la innovación en la Universidad CES. El objetivo de esta investigación era identificar el grado de relación entre capital intelectual e innovación en la Universidad CES. La metodología del estudio, es un estudio cuantitativo, de tipo descriptivo explicativo, con un diseño transversal, que permitió establecer el efecto del capital intelectual sobre la innovación de la Universidad CES. La población del fueron los directivos, líderes de los grupos de investigación y los coordinadores de investigación de la Universidad CES. Según los resultados obtenidos, este estudio determinó que el capital intelectual no tiene una relación estadísticamente significativa con la innovación personal de la Universidad CES y se determinó también que las tres dimensiones del capital intelectual tienen una relación estadísticamente significativa con los resultados de la innovación en la Universidad CES. El principal aporte de este estudio fue ofrecer evidencias sobre el capital intelectual como una de las principales fuentes de innovación para la Universidad.

Creación de marca mediante la utilización de mecanismos estratégicos comunitarios y marketing

El presente documento pretende mostrar la manera como se debe ejecutar la creación de marca mediante la utilización de mecanismos estratégicos comunitarios y marketing. El objetivo del estudio se basa en encontrar los mecanismos adecuados para el desarrollo y creación de una marca enfocándose en el análisis de las principales prácticas y modelos desarrollados en el área del marketing, examinando el impacto que la marca pueda generar en la comunidad en la cual la organización está incluida, estableciendo además un conexión directa con el modo de vida de los consumidores. Durante el desarrollo del documento se demuestra que las estrategias de marketing aplicadas por cada compañía, sirven para construir una relación estrecha y fuerte con todos los agentes involucrados en la construcción de una marca, principalmente con los clientes, ya que la forma más efectiva de establecer relaciones a largo plazo, es enfocándose exclusivamente en las necesidades desarrolladas por los consumidores, y a partir de ellas ajustar los valores (misión, visión, cultura organizacional, objetivos) de la organización. Estas estrategias comunitarias son también influenciadas por varios factores internos y externos a la organización, los cuales deben ser tenidos en cuenta al momento de elegir la estrategia adecuada. Los mecanismos estratégicos que desarrollan las empresas pueden cambiar significativamente de un sector comercial a otro, la importancia de las necesidades que se deben suplir y el consumidor final se deben evaluar desde un aspecto comunitario, entendiendo como comunidad como el conjunto de grupos sociales y comerciales que tienen relación directa o indirecta con la empresa. Con la investigación llevada a cabo acerca de las estrategias que deben aplicar las compañías se concluye que las marcas reflejan la imagen que la empresa transmite a sus compradores estableciendo una relación emocional entre los consumidores y la marca desarrollada, además de estimular la oferta y demanda del negocio. Se espera que por medio de la obtención de información teórica y conceptual, se pueda aclarar la manera como se puede desarrollar la creación de una marca por medio de la correcta utilización de mecanismos estratégicos comunitarios y de marketing.

The significant role of third-party logistics (3pl) operators as fosterers of organizational performance in colombian companies

La eliminación de barreras entre países es una consecuencia que llega con la globalización y con los acuerdos de TLC firmados en los últimos años. Esto implica un crecimiento significativo del comercio exterior, lo cual se ve reflejado en un aumento de la complejidad de la cadena de suministro de las empresas. Debido a lo anterior, se hace necesaria la búsqueda de alternativas para obtener altos niveles de productividad y competitividad dentro de las empresas en Colombia, ya que el entorno se ha vuelto cada vez más complejo, saturado de competencia no sólo nacional, sino también internacional. Para mantenerse en una posición competitiva favorable, las compañías deben enfocarse en las actividades que le agregan valor a su negocio, por lo cual una de las alternativas que se están adoptando hoy en día es la tercerización de funciones logísticas a empresas especializadas en el manejo de estos servicios. Tales empresas son los Proveedores de servicios logísticos (LSP), quienes actúan como agentes externos a la organización al gestionar, controlar y proporcionar actividades logísticas en nombre de un contratante. Las actividades realizadas pueden incluir todas o parte de las actividades logísticas, pero como mínimo la gestión y ejecución del transporte y almacenamiento deben estar incluidos (Berglund, 2000). El propósito del documento es analizar el papel de los Operadores Logísticos de Tercer nivel (3PL) como promotores del desempeño organizacional en las empresas colombianas, con el fin de informar a las MIPYMES acerca de los beneficios que se obtienen al trabajar con LSP como un medio para mejorar la posición competitiva del país.