Comunidades virtuales y producción de inteligencia económica y competitiva

CARVALHO, Andréa Vasconcelos . Comunidades virtuales y producción de inteligencia económica y competitiva. Inteligencia y Seguridad: revista de análisis y prospectiva, v. 3, p. 13-45, 2007

Inteligência coopetitiva setorial: uma proposta de modelo

The business environment context points at the necessity of new forms of management for the sustainable competitiveness of organizations through time. Coopetition is characterized as an alternative in the interaction of different actors, which compete and cooperate simultaneously, in the pursuit of common goals. This dual relation, within a gain-increasing perspective, converts competitors into partners and fosters competitiveness, especially that of organizations within a specific sector. The field of competitive intelligence has, in its turn, assisted organizations, individually, in the systematization of information valuable to decision-making processes, which benefits competitiveness. It follows that it is possible to combine coopetition and competitive intelligence in a systematized process of sectorial intelligence for coopetitive relations. The general aim of this study is, therefore, to put forth a model of sectorial coopetitive intelligence. The methodological outlining of the study is characterized as a mixed approach (quantitative and qualitative methods), of an applied nature, of exploratory and descriptive aims. The Coordination of the Strategic Roadmapping Project for the Future of Paraná's Industry is the selected object of investigation. Protocols have been designed to collect primary and secondary data. In the collection of the primary ata, online questionary were sent to the sectors selected for examination. A total of 149 answers to the online questionary were obtained, and interviews were performed with all embers of the technical team of the Coordination, in a total of five interviewees. After the collection, all the data were tabulated, analyzed and validated by means of focal groups with the same five members of the Coordination technical team, and interviews were performed with a representative of each of the four sectors selected, in a total of nine participants in the validation. The results allowed the systematization of a sectorial coopetitive intelligence model called ICoops. This model is characterized by five stages, namely, planning, collection, nalysis, project development, dissemination and evaluation. Each stage is detailed in inputs, activities and outputs. The results suggest that sectorial coopetition is motivated mainly by knowledge sharing, technological development, investment in R&D, innovation, chain integration and resource complementation. The importance of a neutral institution has been recognized as a facilitator and incentive to the approximation of organizations. Among the main difficulties are the financing of the projects, the adhesion of new members, the lack of tools for the analysis of information and the dissemination of the actions.

Comunidades virtuales y producción de inteligencia económica y competitiva

CARVALHO, Andréa Vasconcelos . Comunidades virtuales y producción de inteligencia económica y competitiva. Inteligencia y Seguridad: revista de análisis y prospectiva, v. 3, p. 13-45, 2007

Utilização de inteligência competitiva, da gestão de riscos e da computação aplicada para ganhos de competitividade em instituição organizadora de concursos

Dissertação (mestrado)—Universidade de Brasília, Instituto de Ciências Exatas, Departamento de Ciência da Computação, 2015.

Alinhamento das práticas de responsabilidade social com a estratégia das instituições de ensino superior: um referencial de governação socialmente responsável gerador de confiança e reputação organizacional

A responsabilidade social é considerada fundamental para a conquista de vantagens competitivas organizacionais. A integração dos seus princípios na estratégia da organização, apresenta-se como uma linha orientadora do foco na satisfação de necessidades das partes interessadas internas e externas. As actuais limitações orçamentais têm afectado significativamente as Instituições de Ensino Superior, nomeadamente as localizadas no interior de Portugal continental, o que dificulta ainda mais a crescente diminuição de estudantes sendo necessário a implementação de estratégias de captação de estudantes nos vários ciclos, fases de idade e locais de proveniência. O sistema de gestão da responsabilidade social, referenciado na NP 4469.1:2008, apresenta um grande desafio ao modelo de gestão das organizações que o implementam, já que este sistema de gestão tem o potencial de optimizar os interesses das diversas partes interessadas. O foco da instituição passa a ser os das suas partes interessadas, maximizando os seus impactes positivos e minimizando os seus impactes negativos em resultado das suas actividades e decisões. O aumento da eficácia organizacional e a equidade dos interesses das partes interessadas, podem clarificar as funções estratégicas das Instituições de Ensino Superior. Os programas e práticas de responsabilidade social implementados nas Instituições de Ensino Superior do interior de Portugal continental são assim estrategicamente vistos, como um factor de diferenciação positiva face às suas congéneres e em consequência, assumido como um factor para a sua sustentabilidade. A presente investigação procura identificar um modelo de governação socialmente responsável que se comprometa com a dinamização de uma estratégia que preveja práticas de responsabilidade social condutoras a aumentos na confiança e reputação organizacionais nos estudantes e colaboradores das Instituições de Ensino Superior. Tendo por base a abordagem de investigação qualitativa, realizaram-se estudos de caso em duas Instituições de Ensino Superior localizadas no Alentejo, recorrendo-se a várias fontes de informação: entrevistas a 45 entrevistados, entre elementos da governação, colaboradores e estudantes, análise documental e observação participante. Como técnica de tratamento dos dados utilizou-se a análise de conteúdo através do software Atlas Ti. Os resultados da investigação empírica permitem identificar que, as duas Instituições de Ensino Superior melhoraram em termos de visibilidade externa e interna, havendo entrevistados que referem uma melhoria na confiança e reputação em resultado da adesão a práticas de responsabilidade social. O líder de uma das Instituições de Ensino Superior é reconhecido pelos seus pares como de elevado compromisso para com os princípios da responsabilidade social enquanto que o outro líder não é reconhecido da mesma forma. Os estudantes entrevistados, não reconhecem vantagens em resultado das práticas de responsabilidade social tanto ao nível da confiança como reputação organizacional; ABSTRACT: Social responsibility is considered essential to the achievement of organizational competitive advantage. The integration of its principles in the organization's strategy, presents itself as a guiding line focus on meeting the needs of internal and external stakeholders. The current budgetary constraints have significantly affected the higher education institutions, further hindering the increasing decline of students being required to implement student recruitment strategies in the various cycles of age stages and places of origin. The management system of social responsibility, referenced in NP 4469.1:2008, presents a major challenge to the model of management of organizations implementing it, since this management system, has the potential to optimize the interests of the various stakeholders. The focus of the institution happens to be out of their stakeholders, maximizing its positive impacts and minimizing the negative impacts as a result of its activities and decisions. Increased organizational effectiveness and equity interests of stakeholders can clarify the strategic functions of the higher education institutions. Social responsibility programs and Social responsibility practices implemented in higher education institutions in the interior of mainland Portugal are so strategically seen as a positive differentiating factor compared to their counterparts and therefore assumed to be a factor in their sustainability. This research seeks to identify socially responsible governance model that is committed to the promotion of a strategy which envisages conducting social responsibility practices to increases in organizational trust and reputation among students and employees of higher education institutions. Based on the qualitative research approach, there were case studies in two higher education institutions located in the Alentejo, making use of several sources of information: interviews with 45 respondents, between elements of governance, employees and students, document analysis and participant observation. As data processing technique was used content analysis by instrumental Atlas Ti. The results of empirical research identifying that the two higher education institutions have improved in terms of internal and external visibility, with respondents who report an improvement in confidence and reputation as a result of adherence to Social responsibility practices. The leader of one of the higher education institutions are recognized by their peers as high commitment to the principles of social responsibility while the other leader is not recognized in the same way. Students do not recognize advantages as a result of social responsibility practices both in terms of trust and organizational reputation.

Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated

In the first of two articles presenting the case for emotional intelligence in a point/counterpoint exchange, we present a brief summary of research in the field, and rebut arguments against the construct presented in this issue.We identify three streams of research: (1) a four-branch abilities test based on the model of emotional intelligence defined in Mayer and Salovey (1997); (2) self-report instruments based on the Mayer–Salovey model; and (3) commercially available tests that go beyond the Mayer–Salovey definition. In response to the criticisms of the construct, we argue that the protagonists have not distinguished adequately between the streams, and have inappropriately characterized emotional intelligence as a variant of social intelligence. More significantly, two of the critical authors assert incorrectly that emotional intelligence research is driven by a utopian political agenda, rather than scientific interest. We argue, on the contrary, that emotional intelligence research is grounded in recent scientific advances in the study of emotion; specifically regarding the role emotion plays in organizational behavior. We conclude that emotional intelligence is attracting deserved continuing research interest as an individual difference variable in organizational behavior related to the way members perceive, understand, and manage their emotions.

The case for the ability-based model of emotional intelligence in organizational behavior

In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability-based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability-based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic academics-turned-consultants who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior.

The case for emotional intelligence in organizational research

Since its popularization by Goleman (1995), the concept of emotional intelligence has been the subject of ongoing controversy, so it is understandable that the model we proposed, which includes emotional intelligence as a moderator variable, would attract its share of criticism.

Organizational culture influence on information quality - use of business intelligence systems relationship: portuguese context

Dissertação apresentada como requisito parcial para obtenção do grau de Mestre em Estatística e Gestão de Informação

Intelligence systems methodology: a systemic approach to the organizational intelligence function

Organizational intelligence can be seen as a function of the viable structure of an organization. With the integration of the Viable System Model and Soft Systems Methodology (systemic approaches of organizational management) focused on the role of the intelligence function, it is possible to elaborate a model of action with a structured methodology to prospect, select, treat and distribute information to the entire organization that improves the efficacy and efficiency of all processes. This combination of methodologies is called Intelligence Systems Methodology (ISM) whose assumptions and dynamics are delimited in this paper. The ISM is composed of two simultaneous activities: the Active Environmental Mapping and the Stimulated Action Cycle. The elaboration of the formal ISM description opens opportunities for applications of the methodology on real situations, offering a new path for this specific issue of systems thinking: the intelligence systems. Knowledge Management Research & Practice (2012) 10, 141-152. doi:10.1057/kmrp.2011.44

Organizational design, quality management and competitive advantage in hotels

Purpose – The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage. Design/methodology/approach – The study uses a partial least squares approach to test these relationships in 350 hotels in Spain. Findings – The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage. Practical implications – When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry. Originality/value – There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.

Do organizational climate and competitive strategy moderate the relationship between human resource management and productivity?

This study examined whether the effectiveness of human resource management (HRM)practices is contingent on organizational climate and competitive strategy The concepts of internol and external fit suggest that the positive relationship between HRM and subsequent productivity will be stronger for firms with a positive organizational climate and for firms using differentiation strategies. Resource allocation theories of motivation, on the other hand, predict that the relationship between HRM and productivity will be stronger for firms with a poor climate because employees working in these firms should have the greatest amount of spare capacity. The results supported the resource allocation argument.

Do organizational climate and competitive strategy moderate the relationship between human resource management and productivity?

This study examined whether the effectiveness of human resource management (HRM) practices is contingent on organizational climate and competitive strategy. The concepts of internal and external fit suggest that the positive relationship between HRM and subsequent productivity will be stronger for firms with a positive organizational climate and for firms using differentiation strategies. Resource allocation theories of motivation, on the other hand, predict that the relationship between HRM and productivity will be stronger for firms with a poor climate because employees working in these firms should have the greatest amount of spare capacity. The results supported the resource allocation argument. © 2005 Southern Management Association. All rights reserved.

Servitization and competitive advantage:the importance of organizational structure and value chain position

Servitization represents a business-model change and organizational transformation from selling goods to selling an integrated combination of goods and services. Competitive advantage is one outcome of this shift. During servitization, companies follow stages to realize services as an opportunity to differentiate from goods and achieve higher customer satisfaction. This study analyzes this transition from base, intermediate, and advanced services by presenting results from 102 senior executives in multinational companies. Our results suggest increasing interest in service-led strategies in manufacturing companies. The results also show that increasing differentiation and high customer satisfaction are fundamental to achieving competitive advantage and superior performance with services. The analysis also indicates the importance of a company’s position in the value chain and the organizational structure it selects to support services in successful servitization.