Suzana Rodrigues | Universidade do Estado do Pará (original) (raw)
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Papers by Suzana Rodrigues
Journal of Management Studies, 1995
In an attempt to elucidate some possible conditions for success in managerial decision making, da... more In an attempt to elucidate some possible conditions for success in managerial decision making, data were analysed from 53 cases of decisions in eight British organizations, five business firms and three non-business organizations (two universities and a District of the National Health Service). No clear relationships between features of the processes of making the decisions, and their successfulness were found until the business firms and the non-business organizations were separated. Clear differences then showed up, relatively speaking, in the conditions conductive to success. In the business firms, a successful decision was more likely to result from a decision-making process in which resources were available. In other words, in business a successful decision is most likely when sufficient information and sufficient means of implementation are to hand. By contrast, in the universities and the Health District, a successful decision was associated more with the social qualities of the decision-making process itself. In other words, in non-business organizations a successful decision is most likely when the right people participate and the people at the very top do not interfere too much.
Organization Studies, 2005
Page 1. The Political Dynamics of Organizational Culture in an Institutionalized Environment Suza... more Page 1. The Political Dynamics of Organizational Culture in an Institutionalized Environment Suzana Braga Rodrigues ... Discussion: Political and Institutional Dynamics of Organizational Culture Change The development of Telemig's culture can be divided into three phases. ...
Management and Organization Review, 2005
Journal of Management & Governance, 2003
This paper addresses corporate governance inthe light of two relatively new developments inorgani... more This paper addresses corporate governance inthe light of two relatively new developments inorganizational form, respectively towardsdevolved initiative within firms andpartnerships between firms. In so doing, itargues for an extension of corporate governancetheory and practice to take better account ofthe problems arising from double and multipleagency. New organizational forms can bereconciled with the requirements for corporategovernance through a number of complementarydevelopments, including the cooptation ofemployees and junior partners into ownershipand governance, more inclusive forms ofcontrol, mutual monitoring and the promotion oftrust.
Journal of Management Studies, 2003
abstract This paper examines the extent to which co-evolution can take place within a heavily con... more abstract This paper examines the extent to which co-evolution can take place within a heavily constrained environment and how changes in the degree of institutionalization are relevant to opportunities for exercising strategic choice at the level of the firm. It addresses these questions through a detailed case study of a major Brazilian telecommunications company, Telemig, covering its life span of 27 years from 1973 to 2000. The insights obtained advance the theory of co-evolution by incorporating a political dimension of how organizations are transformed into new forms. In the case studied, new forms arose with radical changes in the rules affecting competition and with de-institutionalization of the economic regime by coalitions of actors who were strategically located in networks that crossed system levels. Although the Telemig case presents circumstances different to those usually addressed by studies of co-evolution, it nevertheless points to the virtues of combining a strategic choice approach with one that focuses on the isomorphic effects of institutional constraints.
Journal of Management & Governance, 2003
Management International Review, 2009
This paper adopts an interpretative focus in addressing SME decision makers’ perceptions of psych... more This paper adopts an interpretative focus in addressing SME decision makers’ perceptions of psychic distance. It draws on empirical evidence from British SMEs exporting to Brazil. The study also addresses the hitherto neglected question of how SMEs cope with the difficulties of engaging in international business with psychically distant countries. It discusses the implications of its cognitive approach and findings for further research and conceptual development. Results indicate the relevance of a broad-based multi-dimensional interpretation of psychic distance. Distance dimensions also have a differential impact on doing business with Brazil, although a strong socio-institutional cluster appears. Further exploration of the understandings that SME decision-makers have of psychic distance-related impacts and the possibilities of coping with these, illustrate how they attempt to bridge psychic distance features or adopt avoidance measures.
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Management and Organization Review, 2005
Journal of Management Studies, 2008
abstract A corporate identity denotes a set of attributes that senior managers ascribe to their ... more abstract A corporate identity denotes a set of attributes that senior managers ascribe to their organization. It is therefore an organizational identity articulated by a powerful interest group. It can constitute a claim which serves inter alia to justify the authority vested in top managers and to further their interests. The academic literature on organizational identity, and on corporate identity in particular, pays little attention to these political considerations. It focuses in an apolitical manner on shared meanings when corporate identity works, or on cognitive dissonance when it breaks down. In response to this analytical void, we develop a political analysis of corporate identity and its development, using as illustration a longitudinal study of successive changes in the corporate identity of a Brazilian telecommunications company. This suggests a cyclical model in which corporate identity definition and redefinition involve power relations, resource mobilization and struggles for legitimacy.
Human Relations, 2010
Page 1. human relations 63(9) 1321–1342 © The Author(s) 2010 Reprints and permission: sagepub. co... more Page 1. human relations 63(9) 1321–1342 © The Author(s) 2010 Reprints and permission: sagepub. co.uk/journalsPermissions.nav DOI: 10.1177/0018726709353637 hum.sagepub.com Private equity, the minimalist organization and the quality of employment relations ...
Journal of International Management, 2010
Corporate Governance-an International Review, 2004
The governance of companies, other than very small ones, operates through a double agency relatio... more The governance of companies, other than very small ones, operates through a double agency relationship. The first agency relationship is that between owners or stakeholders, on the one hand, and corporate management, on the other. The second agency relationship is that between corporate management and the employees of a firm, including middle managers, who execute its plans and policies. This second relationship has been largely ignored in discussions of corporate governance, yet its effectiveness is essential for achieving a firm's objectives. If employees have limited trust in their companies, the ability of corporate managers to have their intentions executed will be impaired. There is considerable evidence that such trust is today at a low ebb. This paper suggests policies that may help to repair employee trust and in so doing strengthen corporate governance. Its underlying theme is that greater attention to the trust that employees have in managers would help to achieve a long overdue realignment of corporate governance theory and policy.
This paper analyses the evolution of the organizational studies in Brazil, the themes elected as ... more This paper analyses the evolution of the organizational studies in Brazil, the themes elected as relevant and its predominance in the context of the administration area. For that, the most frequent themes are examined in the area's journals and the foreign literature's relative importance in the published papers. In this way this work has as a goal presenting a field's picture, suggesting points for its actors' reflection and, therefore, serving as an encouragement for deeper future investigations.
Management and Organization Review, 2012
This article reflects upon the evolution of Brazilian management studies in light of the debate p... more This article reflects upon the evolution of Brazilian management studies in light of the debate provoked by Management and Organization Review, 5(1), in a special edition on ‘The Future of Chinese Management Research’. Despite an impressive growth in publications, Brazilian management and organization studies have had little conversation with mainstream international scholarship. The article offers some explanations as to why this might be so and suggests some alternatives for enhancing the international impact of Brazilian studies and advancing the country's reputation in the field. We suggest two routes through which Brazilian management studies could enhance international legitimacy: an outside-in approach, which draws upon established international contributions to theory to inform the investigation, but uses the Brazilian context to enlighten these same theories, and an inside-out approach that draws upon indigenous questions and research design to develop a theory relevant to the Brazilian context, which ultimately contributes to the enhancement of existing or to the creation of new theories. In addition, this article suggests that ambidextrous policies provide a better fit for research strategies intended to foster both approaches.
Journal of Management Studies, 1995
In an attempt to elucidate some possible conditions for success in managerial decision making, da... more In an attempt to elucidate some possible conditions for success in managerial decision making, data were analysed from 53 cases of decisions in eight British organizations, five business firms and three non-business organizations (two universities and a District of the National Health Service). No clear relationships between features of the processes of making the decisions, and their successfulness were found until the business firms and the non-business organizations were separated. Clear differences then showed up, relatively speaking, in the conditions conductive to success. In the business firms, a successful decision was more likely to result from a decision-making process in which resources were available. In other words, in business a successful decision is most likely when sufficient information and sufficient means of implementation are to hand. By contrast, in the universities and the Health District, a successful decision was associated more with the social qualities of the decision-making process itself. In other words, in non-business organizations a successful decision is most likely when the right people participate and the people at the very top do not interfere too much.
Organization Studies, 2005
Page 1. The Political Dynamics of Organizational Culture in an Institutionalized Environment Suza... more Page 1. The Political Dynamics of Organizational Culture in an Institutionalized Environment Suzana Braga Rodrigues ... Discussion: Political and Institutional Dynamics of Organizational Culture Change The development of Telemig's culture can be divided into three phases. ...
Management and Organization Review, 2005
Journal of Management & Governance, 2003
This paper addresses corporate governance inthe light of two relatively new developments inorgani... more This paper addresses corporate governance inthe light of two relatively new developments inorganizational form, respectively towardsdevolved initiative within firms andpartnerships between firms. In so doing, itargues for an extension of corporate governancetheory and practice to take better account ofthe problems arising from double and multipleagency. New organizational forms can bereconciled with the requirements for corporategovernance through a number of complementarydevelopments, including the cooptation ofemployees and junior partners into ownershipand governance, more inclusive forms ofcontrol, mutual monitoring and the promotion oftrust.
Journal of Management Studies, 2003
abstract This paper examines the extent to which co-evolution can take place within a heavily con... more abstract This paper examines the extent to which co-evolution can take place within a heavily constrained environment and how changes in the degree of institutionalization are relevant to opportunities for exercising strategic choice at the level of the firm. It addresses these questions through a detailed case study of a major Brazilian telecommunications company, Telemig, covering its life span of 27 years from 1973 to 2000. The insights obtained advance the theory of co-evolution by incorporating a political dimension of how organizations are transformed into new forms. In the case studied, new forms arose with radical changes in the rules affecting competition and with de-institutionalization of the economic regime by coalitions of actors who were strategically located in networks that crossed system levels. Although the Telemig case presents circumstances different to those usually addressed by studies of co-evolution, it nevertheless points to the virtues of combining a strategic choice approach with one that focuses on the isomorphic effects of institutional constraints.
Journal of Management & Governance, 2003
Management International Review, 2009
This paper adopts an interpretative focus in addressing SME decision makers’ perceptions of psych... more This paper adopts an interpretative focus in addressing SME decision makers’ perceptions of psychic distance. It draws on empirical evidence from British SMEs exporting to Brazil. The study also addresses the hitherto neglected question of how SMEs cope with the difficulties of engaging in international business with psychically distant countries. It discusses the implications of its cognitive approach and findings for further research and conceptual development. Results indicate the relevance of a broad-based multi-dimensional interpretation of psychic distance. Distance dimensions also have a differential impact on doing business with Brazil, although a strong socio-institutional cluster appears. Further exploration of the understandings that SME decision-makers have of psychic distance-related impacts and the possibilities of coping with these, illustrate how they attempt to bridge psychic distance features or adopt avoidance measures.
[
Management and Organization Review, 2005
Journal of Management Studies, 2008
abstract A corporate identity denotes a set of attributes that senior managers ascribe to their ... more abstract A corporate identity denotes a set of attributes that senior managers ascribe to their organization. It is therefore an organizational identity articulated by a powerful interest group. It can constitute a claim which serves inter alia to justify the authority vested in top managers and to further their interests. The academic literature on organizational identity, and on corporate identity in particular, pays little attention to these political considerations. It focuses in an apolitical manner on shared meanings when corporate identity works, or on cognitive dissonance when it breaks down. In response to this analytical void, we develop a political analysis of corporate identity and its development, using as illustration a longitudinal study of successive changes in the corporate identity of a Brazilian telecommunications company. This suggests a cyclical model in which corporate identity definition and redefinition involve power relations, resource mobilization and struggles for legitimacy.
Human Relations, 2010
Page 1. human relations 63(9) 1321–1342 © The Author(s) 2010 Reprints and permission: sagepub. co... more Page 1. human relations 63(9) 1321–1342 © The Author(s) 2010 Reprints and permission: sagepub. co.uk/journalsPermissions.nav DOI: 10.1177/0018726709353637 hum.sagepub.com Private equity, the minimalist organization and the quality of employment relations ...
Journal of International Management, 2010
Corporate Governance-an International Review, 2004
The governance of companies, other than very small ones, operates through a double agency relatio... more The governance of companies, other than very small ones, operates through a double agency relationship. The first agency relationship is that between owners or stakeholders, on the one hand, and corporate management, on the other. The second agency relationship is that between corporate management and the employees of a firm, including middle managers, who execute its plans and policies. This second relationship has been largely ignored in discussions of corporate governance, yet its effectiveness is essential for achieving a firm's objectives. If employees have limited trust in their companies, the ability of corporate managers to have their intentions executed will be impaired. There is considerable evidence that such trust is today at a low ebb. This paper suggests policies that may help to repair employee trust and in so doing strengthen corporate governance. Its underlying theme is that greater attention to the trust that employees have in managers would help to achieve a long overdue realignment of corporate governance theory and policy.
This paper analyses the evolution of the organizational studies in Brazil, the themes elected as ... more This paper analyses the evolution of the organizational studies in Brazil, the themes elected as relevant and its predominance in the context of the administration area. For that, the most frequent themes are examined in the area's journals and the foreign literature's relative importance in the published papers. In this way this work has as a goal presenting a field's picture, suggesting points for its actors' reflection and, therefore, serving as an encouragement for deeper future investigations.
Management and Organization Review, 2012
This article reflects upon the evolution of Brazilian management studies in light of the debate p... more This article reflects upon the evolution of Brazilian management studies in light of the debate provoked by Management and Organization Review, 5(1), in a special edition on ‘The Future of Chinese Management Research’. Despite an impressive growth in publications, Brazilian management and organization studies have had little conversation with mainstream international scholarship. The article offers some explanations as to why this might be so and suggests some alternatives for enhancing the international impact of Brazilian studies and advancing the country's reputation in the field. We suggest two routes through which Brazilian management studies could enhance international legitimacy: an outside-in approach, which draws upon established international contributions to theory to inform the investigation, but uses the Brazilian context to enlighten these same theories, and an inside-out approach that draws upon indigenous questions and research design to develop a theory relevant to the Brazilian context, which ultimately contributes to the enhancement of existing or to the creation of new theories. In addition, this article suggests that ambidextrous policies provide a better fit for research strategies intended to foster both approaches.