Submitted by Mauricio Taves Cordeiro Coelho (mauricio.taves@gmail.com) on 2013-03-06T04:54:05Z No. of bitstreams: 1 MEX - Dissertação versão final - para submissão e impressão.pdf: 958516 bytes, checksum: 78a99a7592f57afeea670db87e854a41 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2013-04-09T17:43:26Z (GMT) No. of bitstreams: 1 MEX - Dissertação versão final - para submissão e impressão.pdf: 958516 bytes, checksum: 78a99a7592f57afeea670db87e854a41 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2013-04-11T11:42:55Z (GMT) No. of bitstreams: 1 MEX - Dissertação versão final - para submissão e impressão.pdf: 958516 bytes, checksum: 78a99a7592f57afeea670db87e854a41 (MD5) / Made available in DSpace on 2013-04-11T11:43:25Z (GMT). No. of bitstreams: 1 MEX - Dissertação versão final - para submissão e impressão.pdf: 958516 bytes, checksum: 78a99a7592f57afeea670db87e854a41 (MD5) Previous issue date: 2012-12-20 / The adoption of agile software development management methods has been a global trend, considering companies in the technology sector. Brazilian companies operating in this market are not detached from this tendency, since the goal of these methods is to address a common scenario to any of these organizations: dealing with the difficulty of adequately modeling the usually complex problems that are the goal of building a specific software and with the constant change of requirements that this situation represents, further enhanced by the frenetic dynamics of information dissemination in the XXI century, besides modifying a chronic perception of failure that pervades the sector, aiming to deliver quality products to its customers with maximum speed. Internal aspects such as increasing productivity and reducing rework are also part of the objectives of the adoption of these methodologies. This study aims to assess the human and cultural aspects involved and identify the convergence between the expectations of the company and employees when adopting agile management, based on field research that captured the reactions of a group of respondents to the implementation of these methods at Modulo Security Solutions, a Brazilian technology and services company, after two years of extensive internal use. The results indicate the success of the implementation, with positive reactions from employees, despite the need for addressing human aspects to adjust the model and that the negative impact of local and organizational cultures have been widely perceived. / A adoção dos métodos ágeis de gestão do desenvolvimento de software tem sido uma tendência mundial, considerando-se as empresas do setor de tecnologia. Empresas brasileiras atuando neste mercado não estão apartadas deste quadro, uma vez que o objetivo desses métodos é endereçar um cenário comum a qualquer uma dessas organizações: lidar com a dificuldade de modelar adequadamente os problemas usualmente complexos que são objetivo da construção de um software e com a mudança constante de requisitos que esta situação representa, potencializada ainda mais pela dinâmica frenética da disseminação da informação no século XXI, além de modificar um quadro crônico de fracassos e falhas no setor, visando entregar produtos de qualidade aos seus clientes com o máximo de velocidade. Aspectos internos como o aumento de produtividade e a redução de retrabalho também fazem parte dos objetivos de adoção destas metodologias. O presente estudo visa avaliar os aspectos humanos e culturais envolvidos e identificar a convergência entre as expectativas da empresa e dos empregados quando da adoção de métodos ágeis de gestão, a partir de pesquisa de campo que capturou as reações de um grupo de entrevistados à implantação desses métodos na Módulo Security Solutions, empresa brasileira de tecnologia e serviços, após dois anos de uso interno abrangente. Os resultados apontam para o sucesso da implantação, com reação positiva dos empregados, a despeito da necessidade de endereçamento de aspectos humanos para ajuste do modelo e do impacto negativo da cultura local e organizacional terem sido amplamente percebidos.

How do firms tend to their current viability while remaining competitive in the long-term? This question lays out the basis for this thesis by highlighting their conflicting logics through the concept of organizational ambidexterity. Literature makes a distinction between competing in mature markets and existing technologies (exploitation) versus new markets and new technologies (exploration). The preponderance of studies shows that, as firms grow larger, they tend to form core rigidities in their culture, structure and processes that hamper their efforts to adapt to the changing environment. By overemphasizing exploitative activities, future challenges or opportunities remain unexplored which can have a devastating effect in the event of radical, external changes. The cases of Nokia and Kodak should serve as cautionary tales in this regard. The automotive industry is currently undergoing a transition to electric cars. We conduct a case study at Volvo Cars from a senior leadership perspective, to illustrate the importance of exploration and how it can be legitimized during an industry transformation. Our work points to three major findings. First, communicating the importance of the transformation with the rest of the organization is imperative to creating goal alignment. Secondly, interorganizational collaboration in R&D helps Volvo to tap into knowledge that resides outside the organization and thereby increasing the chances of a successful transition to electric cars. Thirdly, agile management contributes to knowledge diffusion and is a powerful tool to counter organizational inertia by adding to firms’ speed and responsiveness, making them act more similarly to smaller, entrepreneurial firms.

This paper investigates the contribution of enterprise modeling to the emergence and sustainability of the firm’s competitive advantage using the theoretical model developed by Chandra S. Mishra (2017). Agility, alertness, knowledge integration and business model mechanisms have been identified as the main sources of competitive advantage. Four semi-structured interviews were conducted with experts and senior enterprise modeling consultants with diverse national and international experiences, based on which a qualitative content analysis was done. The study shows that enterprise modeling has an enhancing effect on corporate agility stimulating collaboration and effective communication among organizational members as well as enabling the company to exploit turbulence in the business environment through systematizing and facilitating change management. Enterprise models were also found to be effective for strengthening the firm’s structural capital through stimulating constant problematization of the business model, streamlining the organizational processes and increasing alertness about the procedural inefficiencies and automation potential. However, the understandability of the business model is found to be increased through enterprise modeling at the expense of reducing tacitness. Therefore, more research is needed to confirm the influence of enterprise modeling on the firm’s isolating mechanisms to investigate to what extent enterprise models should be considered as company secrets.