Made available in DSpace on 2014-06-11T19:26:17Z (GMT). No. of bitstreams: 0 Previous issue date: 2011-08-22Bitstream added on 2014-06-13T18:54:32Z : No. of bitstreams: 1 mazeto_rb_me_bauru.pdf: 1167711 bytes, checksum: 04d6f6c9ce07cd35086ab965bd034f15 (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / Os ativos intangíveis podem ser considerados um dos principais fatores de diferenciação competitiva para as organizações atuais, uma vez que muitas de suas características dificilmente podem ser copiadas por outras empresas. Poder avaliá-los significa conhecer melhor esses ativos e entender quais contribuições eles podem trazer à gestão organizacional. Inúmeros modelos de avaliação de intangíveis surgiram, tanto no meio empresarial, quanto no meio acadêmico, com a finalidade de demonstrarem para as empresas o valor de seus intangíveis, tanto em aspectos quantitativos, como qualitativos, dependendo do foco gerencial de avaliação determinado pela gestão. O modelo de Excelência de Gestão (MEG) do Prêmio Nacional da Qualidade (PNQ) é um modelo gerencial desenvolvido a partir de modelos internacionais e adaptado para as necessidades das empresas brasileiras. Tal modelo busca dar suporte às organizações no sentido de obterem constantemente a excelência organizacional, em todos os aspectos possíveis e, como não poderia deixar de ser, um de seus requisitos de avaliação de excel~encia è o critério Informações e Conhecimento, que por meio deste, as organizações buscam identificar seus intangíveis. O objetivo dessa pesquisa é demonstrar, por meio de análises prático-teóricas, como o MEG pode ser utilizado então como instrumento de avaliação dos intangíveis, colaborando com a gestão das organizações nesse sentido. Para tanto, alguns modelos de avaliação de intangíveis existentes são apresentados e categorizados de acordo com suas características principais, com a finalidade de construir uma base teórica comparativa com o MEG. Por fim, um estudo de caso é apresentado em uma organização que utiliza o modelo, demonstrando suas aplicações práticas deste na avaliação dos intangíveis da empresa, colaborando com a validação da pesquisa. / Intangible assets can be considered one of the key factors competitive differentiation for organizations today, since many of its features cannot be easily copied by other companies. Able to evaluate them means know and understand better those assets which can bring contributions to the organizational management. Several models for evaluationg intangible assets were emerging over the years, both in the business, and in academia, in order to be able to demonstrate to the companies the value of their intangibles, both in the quantitative and qualitative aspects, depending on the focus of management assessment determined by management. The Management Excellence Model (MEG) of the National Quality Award (PNQ) is a management model developed from international standards and adapted to the needs of Brazilian companies, seeking to support organizations to achieve organizational excellence consistently in every possible way and, as it should be, one of its requirements of evaluation is the criterion of excellence Knowledge and Information that through this, organizations seek to identify their intangible assets. The objective of this research is to can demonstrate through practical and theoretical analysis, as the MEG can then be used as an evaluation tool of intangibles, collaborating with the management of organizations in this regard. Some models of intangible evaluation that exists are presented and categorized according to their main features, with the purpose of using a theoretical base for comparison with MEG. Finally, a case study is presented in an organization that uses the model in order to demonstrate practical applications of assessment of intangibles in the company, collaborating with the validation of research.

Orientador: Vagner Cavenaghi / Banca: Sergio Luiz da Silva / Banca: João Pedro Albino / Resumo: Os ativos intangíveis podem ser considerados um dos principais fatores de diferenciação competitiva para as organizações atuais, uma vez que muitas de suas características dificilmente podem ser copiadas por outras empresas. Poder avaliá-los significa conhecer melhor esses ativos e entender quais contribuições eles podem trazer à gestão organizacional. Inúmeros modelos de avaliação de intangíveis surgiram, tanto no meio empresarial, quanto no meio acadêmico, com a finalidade de demonstrarem para as empresas o valor de seus intangíveis, tanto em aspectos quantitativos, como qualitativos, dependendo do foco gerencial de avaliação determinado pela gestão. O modelo de Excelência de Gestão (MEG) do Prêmio Nacional da Qualidade (PNQ) é um modelo gerencial desenvolvido a partir de modelos internacionais e adaptado para as necessidades das empresas brasileiras. Tal modelo busca dar suporte às organizações no sentido de obterem constantemente a excelência organizacional, em todos os aspectos possíveis e, como não poderia deixar de ser, um de seus requisitos de avaliação de excel~encia è o critério "Informações e Conhecimento", que por meio deste, as organizações buscam identificar seus intangíveis. O objetivo dessa pesquisa é demonstrar, por meio de análises prático-teóricas, como o MEG pode ser utilizado então como instrumento de avaliação dos intangíveis, colaborando com a gestão das organizações nesse sentido. Para tanto, alguns modelos de avaliação de intangíveis existentes são apresentados e categorizados de acordo com suas características principais, com a finalidade de construir uma base teórica comparativa com o MEG. Por fim, um estudo de caso é apresentado em uma organização que utiliza o modelo, demonstrando suas aplicações práticas deste na avaliação dos intangíveis da empresa, colaborando com a validação da pesquisa. / Abstract: Intangible assets can be considered one of the key factors competitive differentiation for organizations today, since many of its features cannot be easily copied by other companies. Able to evaluate them means know and understand better those assets which can bring contributions to the organizational management. Several models for evaluationg intangible assets were emerging over the years, both in the business, and in academia, in order to be able to demonstrate to the companies the value of their intangibles, both in the quantitative and qualitative aspects, depending on the focus of management assessment determined by management. The Management Excellence Model (MEG) of the National Quality Award (PNQ) is a management model developed from international standards and adapted to the needs of Brazilian companies, seeking to support organizations to achieve organizational excellence consistently in every possible way and, as it should be, one of its requirements of evaluation is the criterion of excellence "Knowledge and Information" that through this, organizations seek to identify their intangible assets. The objective of this research is to can demonstrate through practical and theoretical analysis, as the MEG can then be used as an evaluation tool of intangibles, collaborating with the management of organizations in this regard. Some models of intangible evaluation that exists are presented and categorized according to their main features, with the purpose of using a theoretical base for comparison with MEG. Finally, a case study is presented in an organization that uses the model in order to demonstrate practical applications of assessment of intangibles in the company, collaborating with the validation of research. / Mestre

La problématique de la thèse est relative à la gouvernance d’entreprise. Elle s’interroge sur la collégialité et la subsidiarité comme principes d’action. Les deux notions ont tout d’abord été abordées sous l’angle de leur clarification, resituées notamment dans le contexte socio-historique de leur émergence. Une enquête par questionnaire est effectuée auprès de salariés de l’organisation ayant servi de support aux études de terrain, un Groupe industriel. Une enquête complémentaire, réalisée auprès d’une organisation externe au Groupe a enrichi les résultats. Le traitement via l’analyse factorielle des correspondances met en évidence des différences significatives entre les éléments clefs des définitions théoriques de la collégialité et de la subsidiarité et ceux associés à ces notions par des acteurs des organisations étudiées. Deux études de terrain ont été conduites : la réalisation d’une monographie d'une filiale, est basée sur des collectes d’informations continues pendant dix ans, et une observation de terrain relative à une organisation en mode projet. Cette dernière est complétée par une étude par questionnaire, sur la mise en œuvre au quotidien de la collégialité et de la subsidiarité. La mise en perspective des deux études montre principalement que l'utilisation de la collégialité contribue à une création de valeur économique et sociale. Elle souligne également l'importance du dirigeant en tant que figure d'autorité et sa responsabilité première quant à l'établissement d'un niveau de confiance initial qui s’avère indispensable pour la mise en œuvre effective de la collégialité au sein des équipes. Enfin, nous confirmons que la collégialité et la subsidiarité utilisées comme un principe-dual pour l'action contribuent à la prise en compte, par les acteurs, de la complexité de l'environnement de l'organisation dans une perspective de développement durable. / The issue of this thesis is relating to business governance. It enquires about corporate management and subsidiarity as principles for action. As a first step, both concepts were addressed with a view to their clarification, and situated in the socio-historical context in which they emerged. A questionnaire-based inquiry was made among employees of the reference business selected for on-site studies, namely an industrial group. The results were enhanced by a supplementary inquiry carried out in a business outside the group. The processing, made through the factorial analysis of correspondences, highlights significant differences between key elements of the theoretical definitions of corporate management and of subsidiarity, as well as those associated to them by agents of the businesses under study. Two on-site studies were conducted: the writing up of a monograph on one branch of the group, based on continuous information collecting over a ten years period, and one on-site survey relating to a business in its project phase. This survey was complemented with a questionnaire-based survey about the day-to-day implementation of corporate management and subsidiarity. Considering both studies from a common angle mainly reveals that using corporate management contributes to creating economic and social value. Furthermore, the importance of the manager as an authoritative character is highlighted, as well as his primary responsibility in establishing the initial level of confidence that proves to be indispensable for the effective implementation of corporate management inside the teams. Finally, we confirm that corporate management and subsidiarity, when used as a dual-principle, contribute to the taking into account by the actors of the complexity of the business’s environment in a sustainable development perspective.

Abstract Software process improvement (SPI) approaches have been designed to produce changes at many levels, i.e. in the strategies, culture and working practices, of software development. Studies have shown that nearly two thirds of all SPI efforts have failed or fallen short of expectations. It is often stated in SPI-related literature and practice that "commitment" to SPI plays an important part in determining whether an SPI endeavor ultimately becomes a success or a failure. However, it often remains unclear what this concept actually means and how it affects SPI. This thesis argues for a scientifically grounded concept of commitment and delivers a description and a definition of this concept in the context of software process improvement. The elaboration of the concept is based on a literature study, which makes the research done in behavioral psychology and organizational science applicable in the field of software process improvement. This thesis shows that current thinking relies on practical models of commitment, and the empirically validated analysis conducted within this study reveals a number of common misleading assumptions regarding the notion and development of commitment in SPI. On this basis, this thesis suggests that the commitment phenomenon is better explained through what can be called strategic, operational and personal commitment nets. This framework can be used for analyzing the unfolding and alteration of commitment towards a specific entity, in this case a software process improvement endeavor, through time and changing circumstances. The viability and usefulness of the commitment nets framework is demonstrated through an analysis of four SPI cases in two software organizations. As a result, it is shown that even though the objective features of SPI in terms of costs and benefits may be dominating in the project initiation phase, their role tends to lose strength later on due to an inability of the SPI effort to produce quick and meaningful results, even if these are explicitly sought for. This phenomenon gives rise to a need for enhancing the role of social and psychological drivers. If this is not achieved, SPI activities are likely to cease to exist. The empirical analysis demonstrates that the use of the commitment nets model enables a more precise analysis of the various aspects involved in the commitment phenomenon than what would have been possible with current commitment models. Commitment, as conceptualized and operationalized in this thesis, makes a significant contribution to the outcome of the SPI initiative. The empirical evidence shows that, eventually, even well-planned SPI initiatives may fail to reach the goals set for them due to changes in commitment nets.

European and US companies, who desire to expand from a domestic-oriented focus to a more international mind-set, must undergo significant organizational transformation. Whether the transformation results in the company becoming internationally oriented, a complete transnational organization or anywhere in-between, one of the key components in the transformation process is developing a strategy that is outwardly focused from its natural domestic markets. To develop and execute said strategy, the utilization of human capital resources might be required that the company itself may not possess. Literature review has supported the concept that when European or US companies incorporate foreign nationals on the Board of Directors (BOD), the development and execution of international expansion strategies will increase the probability of reaching their respective strategic objectives. However, literature research is silent as to whether the inclusion of foreign nationals on the BOD of South American companies would result in the comparable results as experienced by European and US companies. This research study will begin to explore if a broader set of theoretical concepts could be applied to publicly traded Chilean companies and through future studies to publicly traded South American domiciled companies. Through an engaged scholarship approach, Resource Dependency Theory will be utilized as the lens through which to present the theoretical and practical applications for the BOD of publicly traded Chilean-domiciled companies to consider when developing international expansion strategies outside of Chile.

Many features of the making of major managerial decisions have been covered by research - complexity, politicality, innovations, and so forth. Yet one - to which all others may be subject - remains almost untouched by research. It is the effects of societal culture on the way managers from different nations make, and implement, such decisions. This study compares the effects of a New World Latin dominated culture with those of an Old World Anglo-Saxon dominated culture, namely in Brazil and England respectively. It arises from the proposition that decision making, as well as other managerial practices, must be shaped by the cultures of the societies of which senior executives are part, in ways of which they themselves may be unaware. Methodologically, in response to the criticisms of earlier research which often attributed managerial and organizational differences to culture without direct evidence for that, this study began by composing portrayals of both cultures. The purpose of the portraits was to enable predictions of culturally affected elements in decision making, prior to empirical investigation. Data was collected by interview on twenty Brazilian and twenty English decisions in sixteen Brazilian and seventeen English organizations, ranging through a variety of manufacturing and service industries as well as universities. The examination of the results confirmed most of the predicted cultural characteristics. Differences although small on each variable were remarkably consistent across all variables. Brazilian strategic decision making was found to be dominated by a clique around the chief executive, who make fast decisions in a process strongly based on the social relationships between the participants. This style of decision making leads, in Brazil, to very informal processes, with little or no delays and, relatively speaking, less search for information. English decisions were found to be more consultative with more interests being involved in different stages of the process. Decisions in this country were characterized by caution and conservatism with some tendency to postpone decisions. Methodologically, the value of the prior conceptualization and description of societal culture is demonstrated since this gives meaning to the extensive differences found in all aspects of decision making. Theoretically, an attempt is made to elucidate the interconnectedness of societal culture and managerial behaviour.

The principles of adaptive water governance blends many of the components of adaptive and comanagement, specifically iterative and social learning to foster adaptation and collective action. While many of the principles of adaptive water governance are still evolving, organizations operating within these contexts can be positioned as boundary or bridging agents concentrating on the science-policy interface or more centrally positioned to facilitate the inclusion and consideration of the multi-stakeholder perspectives at play. This thesis uses a comparative case study combined with a modified grounded theory approach to explore organizational governance arrangements and the roles played by three major water-focused non-governmental organizations (NGOs) in decision-making in British Columbia. An understanding of the challenges and supporting conditions that enhance organizational and actor efficacy within case study NGOs will inform the broader water community of opportunities for collaboration, capacity-building and expanding the roles of NGOs through provincial water governance reform.

Magistro darbe nagrinėjama suformuluota problema – kaip statybines paslaugas teikiančių įmonių organizacinės valdymo struktūros atitinka teorinius modelius. Darbe išanalizuoti ir susisteminti įvairių Lietuvos ir užsienio autorių teoriniai organizacinių valdymo struktūrų modeliai. Praktinėje dalyje pateikiamos Panevėžio statybines paslaugas teikiančių įmonių organizacinės valdymo struktūros, jos išsamiai išanalizuotos, bei pateikti pasiūlymai esamai situacijai pagerinti. / Master's work formulated the problem - as building service companies comply with the organizational management structure of the theoretical models to analyze and codify the various Lithuanian and foreign authors' theoretical models of organizational structures. Practical part presents Panevėžio construction firms organizational management structure, its detailed analysis, and provide suggestions to improve the situation.

European and US companies, who desire to expand from a domestic-oriented focus to a more international mind-set, must undergo significant organizational transformation. Whether the transformation results in the company becoming internationally oriented, a complete transnational organization or anywhere in-between, one of the key components in the transformation process is developing a strategy that is outwardly focused from its natural domestic markets. To develop and execute said strategy, the utilization of human capital resources might be required that the company itself may not possess. Literature review has supported the concept that when European or US companies incorporate foreign nationals on the Board of Directors (BOD), the development and execution of international expansion strategies will increase the probability of reaching their respective strategic objectives. However, literature research is silent as to whether the inclusion of foreign nationals on the BOD of South American companies would result in the comparable results as experienced by European and US companies. This research study will begin to explore if a broader set of theoretical concepts could be applied to publicly traded Chilean companies and through future studies to publicly traded South American domiciled companies. Through an engaged scholarship approach, Resource Dependency Theory will be utilized as the lens through which to present the theoretical and practical applications for the BOD of publicly traded Chilean-domiciled companies to consider when developing international expansion strategies outside of Chile.

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Knowledge management is an organisational science field that is viewed by many as a panacea to the challenge of successfully managing knowledge intensive organisations. Knowledge management is marked by a clear departure from traditional management thinking that viewed the ideal organisation as a bureaucracy with a clear hierarchical structure. Much of this has been the natural result of advances in information technology making new ways of working possible, but frequently, flatter structures are advocated on the assumption that knowledge work is necessarily stifled in hierarchical structures. The thesis sets out to show that whilst this assumption might be true, it can also be ideological if based on a naive conception of hierarchy and organisation. This is done by describing various notions of hierarchy that go beyond the pure bureaucratic form. Thereafter it is demonstrated that these more nuanced notions of hierarchy lie at the core of some of the foundational knowledge management theories. The first chapter gives an overview of management thinking; connecting and contrasting scientific management with knowledge management. The case is made for why many assume that knowledge management is inherently anti-hierarchical. The second chapter describes the various notions of hierarchy by tracing the historical origins of the word and exploring how it has found multiple meanings in the context of society and organisations. Four prominent usage contexts of the notion of hierarchy emerge. The first usage is that of control where hierarchy refers to bureaucracies. The second usage examines the use of hierarchy in identifying various organisational cultures (Markets, Clans, Adhocracies and Hierarchies). The third usage applies to organisation sensemaking levels. The fourth usage refers to the use of hierarchy as it applies to organisations as the coupling of systems and subsystems. In the third chapter it is demonstrated to what extent each of these notions of hierarchy informs selected mainstream knowledge management theories. It is argued that there are multiple contexts in which the notion of hierarchy can be used and observed in knowledge management thinking. The fourth chapter concludes by restating the multiple meanings of organisational hierarchy and discussing the implications for knowledge management. The thesis comes to the conclusion that the notion of hierarchy is readily acknowledged and used in knowledge management thinking, albeit in different contexts and in more nuanced ways than merely as control. What is needed is to take these various contexts into account before a claim can be made that hierarchy is bad or good for knowledge management. A better conceptualisation of what is meant by hierarchy shows that such blanket claims are neither accurate nor instructive. / AFRIKAANSE OPSOMMING: Kennisbestuur is 'n veld in organisasiestudies wat deur baie mense gesien word as die oplossing vir die bestuursprobleem van kennis-intensiewe organisasies. Kennisbestuur word gekenmerk deur 'n duidelike afwyking van die tradisionele bestuursdenke wat die ideale organisasie sien as 'n burokrasie met 'n duidelik hierargiese struktuur. Hierdie afwyking is waarskynlik die natuurlike resultaat van voortuitgang in informasietegnologie wat nuwe maniere van werk moontlik maak, maar soms word platter strukture bepleit op die basis van die aanname dat kenniswerk in beginsel deur hierargiese strukture benadeel word. Die tesis probeer wys dat alhoewel so 'n aanname wel waar kan wees, dit ook ideologies kan wees, veral wanneer gebaseer op 'n naïewe verstaan van hierargie en organisering. Dit word gedoen deur verskeie vorme van hierargie, wat verfynings van die burokratiese vorm is, te beskryf en daarna te demonstreer hoedat hierdie meer genuanseerde konsepsies van hierargie baie van die hoofstroom kennisbestuursteorieë informeer. Die eerste hoofstuk gee 'n oorsig van bestuursdenke vanaf wetenskaplike bestuur tot kennisbestuur. 'n Argument word gevoer oor hoekom baie mense aanvaar dat kennisbestuur in wese anti-hierargies is. Die tweede hoofstuk beskryf die verskeie vorme van hierargie deur die geskiedkundige oorsprong van die woord na te spoor en te wys op die vele maniere waarop dit neerslag gevind het in die samelewing en spesifiek in organisasies. Vier prominente gebruikskontekste word geïdentifiseer. Die eerste verwys na hierargie as kontrole in burokrasieë. Die tweede ondersoek die uitbreiding van hieragie as 'n manier om verskillende organisatoriese kulture te identifiseer (Markte, Klans, Adhokrasieë en Hierargieë). Die derde gebruikskonteks het te make met vlakke van organisatoriese singewing. Die vierdie konteks verwys na die gebruik van hierargie in die koppeling van sisteme en hulle subsisteme soos dit in organisasie-denke neerslag vind. Die derde hoofstuk demonstreer tot watter mate elkeen van hierdie gebruikskontekste geselekteerde hoofstroom kennisbestuursteorieë onderlê. Daar word geargumenteer dat daar 'n veelvoud van kontekste is waarbinne hierargie in kennisbestuur gebruik en waargeneem kan word. Die vierde hoofstuk sluit af deur die verskeie betekenisse van hierargie op te som en die implikasies vir kennisbestuur uit te stippel. Die tesis kom tot die slotsom dat hierargie in kennisbestuur erken en gebruik word, alhoewel in verskeie kontekste en in meer genuanseerde vorme as eenvoudige burokratiese kontrole. Wat nodig is, is om hierdie verskeie kontekste in ag te neem voordat afdoende antwoorde gewaag kan word of hierargie goed of sleg is vir die bestuur van kennis. 'n Beter konseptualisering van wat met hierargie bedoel word wys dat afdoende antwoorde in die verband waarskynlik onakkuraat is.