Estratégia Does Strategic Planning Pay? A Study of the Banking Industry Qual O Impacto Do Planejamento Estratégico No Desempenho Organizacional? Um Estudo De Bancos Brasileiros (original) (raw)
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Posicionamento Estratégico e Estabilidade Estratégica: Qual a Importância para o Desempenho?
Revista Ibero-Americana de Estratégia, 2013
Este estudo investiga se as empresas petrolíferas multinacionais de petróleo (MNCs) adotaram posicionamento estratégico distinto e se o posicionamento estratégico e desempenho da empresa estão relacionados. A análise de cluster de 50 empresas identificaram 10 tipos estratégicos. Apesar de não haver diferenças estatisticamente significativas foram encontradas no desempenho futuro esperado em uma base anual, houve diferenças estatisticamente significativas no desempenho passado entre os tipos estratégicos em cinco dos últimos oito anos (2000-2007) do estudo. Além disso, a média para todo o período , alguns tipos estratégicos apresentaram desempenho futuro esperado superior e alguns alcançado o desempenho passado superior. Além disso , a estabilidade em posição estratégica-ou seja, mantendo a mesma posição estratégica para um longo período de tempo-foi também associada a um melhor desempenho .
Revista Ibero-Americana de Estratégia, 2021
Objective: Providing readers with a descriptive review, known as a summary of the content of the first edition of the book Strategic Management: from theory to practice in Brazil, to encourage readers to seek the complete work.Method: Making the summary of the chapters commented out.Contributions: To develop and expand the understanding of theories, methods of thought in the area of strategic administration, especially in Brazil, to be a guide to the content of the book and to encourage its adoption with institutions that teach the discipline of strategic management, especially to incorporate the Brazilian and Latin American cases into the debates.
Purpose -The purpose of this paper is to study advance four factors -strategy pillars -that help explain firms' success: leader and top management team; strategic focus; trust in the future; and resources support. Design/methodology/approach -These factors were identified in five case studies of well-known multinational corporations often referred to in the strategy literature and research. Findings -The paper proposes the four pillars from a resource-based view (RBV) as a departure point for the identification of strategic resources. Research limitations/implications -Limitations derive from case study methodology, such as difficulty of generalization. The paper helps clarify how to look at the resources and how the strategy pillars may embody the four characteristics VRIN. Practical implications -The role of the chief executive officer entrepreneur as a core strategic pillar. Social implications -To deepen understanding of strategic leadership succession, namely to avoid firms' decline once the founding father retires. Originality/value -The paper not only uses the RBV to help identify strategic resources and understand the major strategic pillars of competitive advantage, but it also contributes to the debate on where lies the source of competitive advantage.
Corporate Strategic Management
International Journal for Innovation Education and Research, 2019
A sustentação do tema é uma das principais organizações, uma vez que a saúde é sustentável e alinhada com os indicadores sociais e ambientais para melhorar a imagem corporativa e a melhor vantagem competitiva. Por meio de componentes de Planejamento Estratégico de Negócios, contamos com as ferramentas de gerenciamento do Balanced Scorecard, é possível realizar as práticas do ambiente de produção com a implementação de metas e objetivos estratégicos, porém essa integração ainda não é traduzida como real meio ambiente e contraído pela atividade central da empresa dentro da perspectiva da sustentabilidade.Portanto, este estudo é baseado em uma estratégia de gestão baseada no Balanced Scorecard, que também considera os indicadores de desempenho de sustentabilidade, dentro da economia, dimensões sociais e ambientais, a fim de permitir que os gestores se desenvolvam e sigam a organização Planejamento Estratégico de Negócios e Gestão estática está funcionando no nível operacional de susten...
Revista Ibero-Americana de Estratégia, 2009
Organizations are present in environments characterized by intense competition and turbulence. These environments make the adaptation process of the organizations more complex, and their managers need to conduct their business in consonance with the environmental changes considered important by them. The aim of this research is to describe strategic changes according to the model proposed by ; it is possible to verify that most of the time, the process was incremental, interspersed with revolutionary changes. A multi-case study was conducted considering the history of the companies, and on the basis of this study, critical events were defined and then strategic periods were characterized according to the methodology devised by and . This research offers a significant contribution to studies that try to explain how companies formulate their strategies.
This research will study the process of strategy development, and will use the instrument developed and tested by Bailey, Johnson e Daniels (2000). These authors propose a model of six dimensions: command, planning, incremental, political, cultural and enforced choice. The sample will be composed of entrepreneurs and managers of several industries and profiles. Besides the role of the individual (entrepreneur, manager or other), we will try to identify other variables that may be important to strategy that are attached to characteristics of the individuals (eg. age, education) and of the organizations (eg. Size and industry).
Gestión estratégica en la empresa: un análisis de la evolución del enfoque del cuadro de mando
The Balanced Scorecard Approach was developed by Kaplan and Norton (1992, 1993) as an innovative approach to encourage and facilitate the integration of financial and non-financial measures into management in a fast-changing business environment. Their premise was that access to better information would allow managers to improve strategic performance in their organizations. Since then, a flood of interest in finding ways to give business users direct and timely access to relevant information has appeared and this emerging field, called Business Intelligence, is recognized by business leaders as a vital tool for helping organizations to achieve strategic objectives, optimize performance and improve decisions. In that context, Balanced Scorecard Approach has gained wide acceptance in both the academic, and in the business world, having been adopted in a large number of industries and organizations, including the private sector and public the sector, for-profit and non�forprofit enterp...
The effectiveness of strategic planning: competitiveness in the Brazilian supermarket sector
Journal of Retailing and Consumer Services, 2004
This paper considers the relative impact of management strategic planning practices and economic changes on company performance. The paper focuses on the Brazilian supermarket sector during the period 1988-1999. This was a period marked by significant changes in economic and competitive conditions. Using sales figures as indicators of company performance, ANOVA tests were applied. The results derived suggest that variables representing changes in economic conditions and strategic planning were both statistically significant when they were used to explain performance differences among Brazilian supermarket operations. Differences in company management practices were found to play a more important role than changes in the environment. However, the results clearly suggest that management by itself was unable to take advantage of the upward and downward movements in the economy to modify the relative competitive positions of companies operating within the market. This finding challenges the existing literature on strategic planning.