Global telecommunications liberalization and a series of policies continually promoted by the government have contributed to comprehensive liberalization of the domestic telecommunication market. In addition to complying with the national telecommunication policies, the major duties of Chunghwa Telecom are to create corporate value and maintain sustainable operation following privatization, as it confronts rapid advancement in telecommunication technologies, a liberalized market, a changing operational environment, and intensive competition from aggressive competitors. Hence, Chunghwa Telecom needs to address the important challenges in creating a new competitive edge, developing new operational concepts, designing and implementing corporate strategies, utilizing resources, and enabling sustainable development. This study offers an analysis and discussion on Chunghwa Telecom¡¦s corporate competitive strategies following its privatization, as well as on its strategies and financial evaluation in the case of merging Senao, a distributor. SWOT and BCG Matrix are used to analyze the strategies adopted by Chunghwa Telecom, types of its business units, its relative market position and competitive situation, in order to explore the strategy implementation options, optimal allocation and utilization of financial resources, and development direction, to help this company fulfill its corporate strategies. Moreover, the results obtained through evaluation and analysis of the merger and acquisition strategies adopted in the merger and acquisition case are used to verify whether the value and implementation of these strategies correspond to the suggestions provided in the analysis using BCG Matrix, for reference on future planning of enterprise development strategies. The conclusions made in this study are summarized below: 1. Chunghwa Telecom has a solid corporate foundation, relative advantages, excellent development opportunities, and outstanding business units, which provide an advantageous foundation for continual development. Its strategic business units (SBU) are mostly cash cows that can generate great cash flow. There are two stars: broadband service and circuit lease, and one question mark: IPTV. Regarding corporate strategies, the strategic considerations by Chunghwa Telecom in maintaining the advantages of its cash cows (fixed network and mobile service), increasing their competitiveness, and maintaining their relative market share, are therefore necessary and cannot be ignored. 2. In addition to its leading position in market share, Chunghwa Telecom has quickly entered the distribution market by its successful vertical integration with a communication product distributor on the basis of a long-term strategic alliance. The efficient merger and acquisition strategies and optimal utilization of resources create a win-win situation. 3. Under the guidelines for SBU distribution, the benefit gained from the case of merging Senao is higher than that of other investment cases, as the basis of the cooperative strategic alliance and implementation of the strategies regarding utilization of financial resources and operational personnel contributed to fulfilled corporate strategies and a new corporate value. This case can therefore serve as reference for future investment.

Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance. Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies. Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents. Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”. Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

<p><strong>Background: </strong>It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.</p><p><strong>Purpose: </strong>The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.</p><p><strong>Method: </strong>To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.</p><p><strong>Analysis: </strong>The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.</p><p><strong>Conclusions: </strong> We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.</p>

The purpose of this study was to examine and analyse how the transformation taking place at the University of Dar es Salaam in the context of corporatisation addressed the challenges of access and equity as central features of national development. The study was based on the premise that widening access to and equity in higher education contributes to the development and prosperity of the nation in Tanzania. The study used a qualitative case study design. Epistemologically, the study was located within the constructivist paradigm which is premised on a social construction of reality. I used both purposive and snowball sampling techniques to select both the research site and the participants. Face-to-face, semi-structured interviews and an in-depth document analysis were used to collect the requisite data. The data were analysed qualitatively by developing themes using the Atlas.ti program. The findings revealed firstly that both internal and external factors had provided the impetus for the transformation of the university. The findings also indicated a strong move towards the privatisation of the university. This was evident in the outsourcing of the non-core activities of the university as well as the introduction of market-driven programmes. Secondly, the implementation of corporate strategies had both–positive and negative, planned and unplanned consequences. While the university had significantly increased its student intake, improved the efficient utilisation of its resources and diversified its sources of income, it had, nevertheless, been unable to match the increased student intake with improved teaching and learning resources as well as enhanced student support services. In addition, the influence of both donors and the organisational culture shaped and influenced the adoption and implementation of a corporate culture with regard to the management of the university. With respect to the role played by the university in national development, the adoption and implementation of the market approach was characterised by a paradigm shift from viewing the university as a social institution that serves the community to that of an institution that meets the demands of the market. Overall, the findings indicate that effective leadership, supported by a favourable policy environment, was a critical component in the realisation of the institutional transformation goals. The study suggests that a combination of both the state-controlled model and the market model in public higher education institutions should be encouraged and promoted for the purposes of equity, efficiency and effectiveness. Accordingly, this study suggests that the idea of „asymmetrical balance‟ is a strategic approach that will enable the university to mediate the contesting demands of both the national and the market imperatives. The notion of asymmetrical balance argues that the goals of national development and efficiency are not mutually exclusive and that they could potentially be mutually beneficial. / Thesis (PhD)--University of Pretoria, 2014. / lk2014 / Education Management and Policy Studies / PhD / Unrestricted

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Successful strategy execution remains critical for any organisation. Yet many organisations seem to have difficulties in implementing their strategies, especially in the public sector. This study explores the role of middle managers in executing organisational strategies in the local government sector. The study adopted a qualitative research method and followed a case study strategy, using a local authority council (LAC) in Namibia. Using semi-structured individual interviews, I interviewed 10 middle managers, selected through applying purposive sampling and representing diverse characteristics of the target group. I introduced a theoretical framework consisting of four research focus areas to guide the study: the value-adding role of middle managers, the key enablers for middle managers to execute strategies successfully, the key processes they follow and the key tools they use to implement corporate strategies. I also conducted a critical literature review on the above focus areas. The findings suggest that middle managers interpret, communicate and translate organisational strategic goals into actions in their value-adding role as champions, synthesisers, facilitators and implementers. The results of the research study also indicates that communication and the availability of resources are key enabling factors, whereas systems, structures, policies and communication channels are key processes impacting on the middle managers' effective implementation of corporate strategies in this LAC. In the same vein, resources – information technology (IT) in particular, performance management systems and laws – were found to be the key tools. Some disconfirming evidence also emerged from the study, suggesting that some middle managers play a value-subtracting role, characterised by disruptive behaviour and being bogged down in routine duties. This research study is, at best, an explorative one, as it used a limited sample. Further research is necessary to gain more in-depth insights about the different roles of middle managers and their influence on strategy generation and implementation versus the role of top/senior managers. As the study employed a case study design, the generalisability of the findings is also limited to this LAC. Further, while I aimed to give a trustworthy account of the experiences of the research participants, many factors may have interfered with the processes of fair collection and interpretation of data, including personal emotional involvement with the topic, presuppositions formed from reading the literature, and various aspects of the interaction with the research participants. Further research is therefore needed to validate the assumed relationships that are expressed in the thematic map. This study is of value to the LAC in that, in the present context of this organisation, top management formulate the organisational strategic goals (vision, mission, strategic thrusts and objectives), with little involvement of middle managers. The study records the views of middle managers, indicating that there is a gap between the agenda setting and leadership of top managers and the observed roles of middle managers. Yet, effective strategy execution requires constant feedback, commenting on and questioning the strategy in order to facilitate understanding. Middle managers thus correctly argue that continuous dialogue and interaction with senior managers increases the alignment of their tactical initiatives with top management's conception of corporate strategy. / AFRIKAANSE OPSOMMING: Suksesvolle strategieuitvoering bly van deurslaggewende belang vir enige organisasie. Tog is dit oënskynlik vir menige instansie moeilik om hulle strategieë ten uitvoer te bring, veral in die openbare sektor. Hierdie studie ondersoek die rol van middelvlakbestuurders in die toepassing van organisatoriese strategieë in die plaaslike regeringsektor. Met behulp van ʼn kwalitatiewe navorsingsmetode en ʼn gevallestudieontwerp, is ʼn Namibiese plaaslike regeringsraad ('n sogenaamde LAC) onder die loep geneem. Semi-gestruktureerde afsonderlike onderhoude is met tien middelvlakbestuurders gevoer, welke tiental deur doelgerigte steekproefneming gekies is en die diverse kenmerke van die teikengroep verteenwoordig. Die studie word gerig deur ʼn teoretiese raamwerk met vier navorsingsfokusgebiede, naamlik die waardetoevoegingsrol van middelvlakbestuurders; die kerninstaatstellers vir middelvlakbestuurders om strategieë suksesvol in werking te stel; en die kernprosesse wat middelvlakbestuurders volg, sowel as die kerninstrumente wat hulle gebruik om korporatiewe strategieë uit te voer. ʼn Oorsig van kritieke literatuur is ook op elk van voormelde fokusgebiede onderneem. Die bevindinge dui daarop dat middelvlakbestuurders, in hulle waardetoevoegingsrol as kampvegters, sintetiseerders, fasiliteerders en toepassers, organisatoriese strategiese doelwitte vertolk, oordra en in dade omskakel. Die navorsing bevind ook dat kommunikasie en die beskikbaarheid van hulpbronne kerninstaatstellers is, terwyl stelsels, struktuur, beleid en kommunikasiekanale die kernprosesse is wat middelvlakbestuurders se doeltreffende inwerkingstelling van korporatiewe strategieë in die LAC onder beskouing beïnvloed. In dieselfde trant blyk hulpbronne – veral inligtingstegnologie, ʼn prestasiebestuurstelsel en wette – die kerninstrumente te wees. Die studie lewer egter ook teenstellende bewyse op dat sommige middelvlakbestuurders inderwaarheid ʼn waardeverminderingsrol speel, omdat hulle ontwrigtend optree en in roetinetake vasval. Hierdie navorsingstudie is hoogstens ondersoekend, met ʼn beperkte steekproef. Verdere navorsing is dus nodig om ʼn dieper insig in die verskillende rolle van middelvlakbestuurders en hulle invloed op die formulering en inwerkingstelling van strategie teenoor dié van top-/senior bestuurders te verkry. Aangesien die studie van ʼn gevallestudieontwerp gebruik maak, is die veralgemeenbaarheid van die bevindinge ook beperk tot die onderhawige LAC. Voorts, hoewel die studie 'n betroubare weergawe van die navorsingsdeelnemers se ervaringe probeer gee, kon verskeie faktore met die prosesse van billike datainsameling en datavertolking ingemeng het, wat persoonlike betrokkenheid by die onderwerp, vooronderstellings uit die literatuur, en vele aspekte met betrekking tot wisselwerking met navorsingsdeelnemers insluit. Die aangenome verhoudinge in die tematiese kaart moet dus deur middel van verdere navorsing bekragtig word. Die studie is van waarde vir die betrokke LAC, aangesien die topbestuur van die organisasie tans die organisatoriese strategiese doelwitte (visie, misie, strategiese fokuspunte en oogmerke) sonder veel oorleg met middelvlakbestuurders bepaal. Middelvlakbestuurders kon dus deur hierdie studie ook húlle menings lug, waaruit duidelik blyk dat daar ʼn gaping is tussen topbestuurders se agendabepaling en leierskap, en die waargenome rolle van middelvlakbestuurders. Doeltreffende strategieuitvoering verg egter deurlopende terugvoering oor, kommentaar op, en bevraagtekening van die strategie ten einde werklike begrip in die hand te werk. Middelvlakbestuurders het dus gelyk dat voortdurende gesprekvoering en wisselwerking met senior bestuurders nodig is om te verseker dat taktiese projekte op middelvlak in pas is met die topbestuur se gedagtes oor korporatiewe strategie.

A partir da década de 1970, os impactos da sociedade de consumo industrial sobre o meio ambiente tornaram-se amplamente reconhecidos e debatidos em diversos setores da sociedade, inserindo-se nas agendas de lideranças mundiais. Central para o debate sobre meio ambiente e crescimento econômico tem sido o papel das empresas que, tendo sido historicamente parte do problema, passaram a incluir o meio ambiente em suas atividades e na gestão de seus negócios. Grandes acidentes envolvendo usinas nucleares e contaminações e outros de menor porte aumentaram a percepção pública quanto aos riscos decorrentes de um processo de produção predatório que ignora os limites da natureza. O objetivo do trabalho é discutir as estratégias de internalização da gestão ambiental à estrutura da empresa Suzano de Papel e Celulose nos últimos 30 anos, com enfoque na gestão hídrica da empresa. Para tanto, adotou-se uma metodologia baseada em análise documental e em um estudo de caso na empresa Suzano de Papel e Celulose. A revisão bibliográfica foi realizada em materiais obtidos na CETESB, na sede da Empresa Suzano e na Associação Brasileira de Papel e Celulose (ABTCPBRACELPA), além de teses e dissertações. Os dados para análise foram levantados em revistas setoriais com foco em gestão ambiental e em papel e celulose e nos relatórios de Sustentabilidade da empresa Suzano dos últimos 10 anos. Nesta etapa buscou-se avançar na compreensão das alternativas tecnológicas do setor de papel e celulose com foco na gestão da água, conhecer os participantes no mercado de papel e celulose e suas iniciativas voltadas ao tema da sustentabilidade. Foram ainda realizadas visitas à fábrica e à sede da empresa Suzano, com realização de entrevistas com a gerência de meio ambiente e qualidade. Os resultados alcançados revelam que três fatores têm sido determinantes para as mudanças na gestão hídrica na empresa, a saber: a legislação, que estabelece padrões de emissão de efluentes hídricos em corpos dágua; a pressão da opinião pública, notadamente a partir de meados da década de 1980 com relação à presença de compostos organoclorados (dioxinas) em efluentes de papel e celulose; e as exigências dos mercados importadores, como, por exemplo, quanto à certificação ambiental dos processos produtivos. Os resultados dessa pesquisa indicam que a empresa Suzano de Papel e Celulose nos últimos 30 anos passou de uma estratégia passiva com relação ao meio ambiente para uma estratégia proativa incorporando as exigências ambientais da legislação e de seus mercados no exterior. Conclui-se, portanto, que o meio ambiente tornou-se elemento-chave de competitividade e permanência no mercado para a empresa Suzano de Papel e Celulose. / Since the 1970s, the impacts of the industrial production on the environment have become highly recognized and debated by ample sectors of society and taken over the agendas of leaders all over the world. Central to the debate between environmental protection and economic growth has been the role played by the business sector in the search for solutions to the environmental crisis by internalizing environmental demands. The aim of this paper is to discuss the strategies adopted by the Companhia Suzano de Papel e Celulose when interiorizing environmental concerns. Emphasis will be given to the industrial management of water resources in the last 30 years. To this effect, a case study method has been adopted. The bibliographic research was carried out through the use of materials, obtained at The State of São Paulo Environmental Agency), at ABTCP-BRACELPA (The Brazilian official Pulp and Paper Organization), and other studies on the pulp and paper sector. The data used in the analysis in environmental management magazines focused on the pulp and paper sector and the companys annual sustainability reports of the last 10 years. The aim was to acquire deeper understanding of the pulp and paper sector technological alternatives for cleaner production. In addition, interviews with the company´s Environment and Quality manager of the Suzano plant were also carried out. The results suggest that the company´s water management strategies have been determined by three key factors: the regulation, which sets the standards for effluent discharges; the pressure of public opinion, in the mid 1980s, particularly public demands for the elimination of the use of chlorine compounds (the dioxins); and the environmental demands of external markets such as those related to the environmental certification of production processes. The results reveal that, in the last 30 years, Companhia Suzano de Papel e Celulose has shifted from a passive strategy towards its environmental impacts to a proactive by interiorizing both the demands of the regulation and the demands of its overseas markets. In conclusion, the environment has become a key element both for the companys competitiveness and survival.

A partir da década de 1970, os impactos da sociedade de consumo industrial sobre o meio ambiente tornaram-se amplamente reconhecidos e debatidos em diversos setores da sociedade, inserindo-se nas agendas de lideranças mundiais. Central para o debate sobre meio ambiente e crescimento econômico tem sido o papel das empresas que, tendo sido historicamente parte do problema, passaram a incluir o meio ambiente em suas atividades e na gestão de seus negócios. Grandes acidentes envolvendo usinas nucleares e contaminações e outros de menor porte aumentaram a percepção pública quanto aos riscos decorrentes de um processo de produção predatório que ignora os limites da natureza. O objetivo do trabalho é discutir as estratégias de internalização da gestão ambiental à estrutura da empresa Suzano de Papel e Celulose nos últimos 30 anos, com enfoque na gestão hídrica da empresa. Para tanto, adotou-se uma metodologia baseada em análise documental e em um estudo de caso na empresa Suzano de Papel e Celulose. A revisão bibliográfica foi realizada em materiais obtidos na CETESB, na sede da Empresa Suzano e na Associação Brasileira de Papel e Celulose (ABTCPBRACELPA), além de teses e dissertações. Os dados para análise foram levantados em revistas setoriais com foco em gestão ambiental e em papel e celulose e nos relatórios de Sustentabilidade da empresa Suzano dos últimos 10 anos. Nesta etapa buscou-se avançar na compreensão das alternativas tecnológicas do setor de papel e celulose com foco na gestão da água, conhecer os participantes no mercado de papel e celulose e suas iniciativas voltadas ao tema da sustentabilidade. Foram ainda realizadas visitas à fábrica e à sede da empresa Suzano, com realização de entrevistas com a gerência de meio ambiente e qualidade. Os resultados alcançados revelam que três fatores têm sido determinantes para as mudanças na gestão hídrica na empresa, a saber: a legislação, que estabelece padrões de emissão de efluentes hídricos em corpos dágua; a pressão da opinião pública, notadamente a partir de meados da década de 1980 com relação à presença de compostos organoclorados (dioxinas) em efluentes de papel e celulose; e as exigências dos mercados importadores, como, por exemplo, quanto à certificação ambiental dos processos produtivos. Os resultados dessa pesquisa indicam que a empresa Suzano de Papel e Celulose nos últimos 30 anos passou de uma estratégia passiva com relação ao meio ambiente para uma estratégia proativa incorporando as exigências ambientais da legislação e de seus mercados no exterior. Conclui-se, portanto, que o meio ambiente tornou-se elemento-chave de competitividade e permanência no mercado para a empresa Suzano de Papel e Celulose. / Since the 1970s, the impacts of the industrial production on the environment have become highly recognized and debated by ample sectors of society and taken over the agendas of leaders all over the world. Central to the debate between environmental protection and economic growth has been the role played by the business sector in the search for solutions to the environmental crisis by internalizing environmental demands. The aim of this paper is to discuss the strategies adopted by the Companhia Suzano de Papel e Celulose when interiorizing environmental concerns. Emphasis will be given to the industrial management of water resources in the last 30 years. To this effect, a case study method has been adopted. The bibliographic research was carried out through the use of materials, obtained at The State of São Paulo Environmental Agency), at ABTCP-BRACELPA (The Brazilian official Pulp and Paper Organization), and other studies on the pulp and paper sector. The data used in the analysis in environmental management magazines focused on the pulp and paper sector and the companys annual sustainability reports of the last 10 years. The aim was to acquire deeper understanding of the pulp and paper sector technological alternatives for cleaner production. In addition, interviews with the company´s Environment and Quality manager of the Suzano plant were also carried out. The results suggest that the company´s water management strategies have been determined by three key factors: the regulation, which sets the standards for effluent discharges; the pressure of public opinion, in the mid 1980s, particularly public demands for the elimination of the use of chlorine compounds (the dioxins); and the environmental demands of external markets such as those related to the environmental certification of production processes. The results reveal that, in the last 30 years, Companhia Suzano de Papel e Celulose has shifted from a passive strategy towards its environmental impacts to a proactive by interiorizing both the demands of the regulation and the demands of its overseas markets. In conclusion, the environment has become a key element both for the companys competitiveness and survival.

Este estudio muestra el impacto causado por aspectos organizativos, así como la puesta en marcha de estrategias sobre el rendimiento de empresas diversificadas. Para ello, utiliza un modelo de tipo explicativo, de esta forma se demuestra que la relación entre la estrategia de diversificación y el rendimiento empresarial se ve influenciada por factores significativos como el tamaño de la empresa, el nivel de propiedad, el tipo de industria, el grado de gobernanza, el modo de entrada, los costos de ajuste y la coordinación; así como la distancia organizacional entre la sede matriz y las subsidiarias, las cuales constituyen materia de la presente investigación. El análisis se ha enmarcado en una muestra inicial de treinta artículos científicos de estudios realizados durante los últimos cinco años. El trabajo tiene como finalidad analizar el efecto de la implementación de la diversificación como estrategia de crecimiento en el rendimiento operativo de las empresas que se encuentran en la búsqueda constante de la maximización de valor; los resultados son heterogéneos. / This study shows the impact caused by organizational aspects, as well as the implementation of strategies on the performance of diversified companies. Using an explanatory model, it is demonstrated that the relationship between the diversification strategy and business performance is influenced by significant factors such as the size of the company, the level of ownership, the type of industry, the degree of governance, the mode of entry, adjustment and coordination costs; as well as the organizational distance between the headquarters and the subsidiaries, which are relevant subjects of this investigation. The analysis has been framed in an initial sample of thirty scientific research papers from studies conducted over the past five years. The purpose of the work is to analyze the effect of the diversification implementation as a growth strategy in the operational performance of the companies that are in the constant search for maximization of value, evidencing heterogeneity in the results. / Trabajo de Suficiencia Profesional

[pt] A Globalização promove inúmeras oportunidades para as empresas incluindo o acesso a múltiplos mercados, novas receitas, conhecimentos e tecnologias capazes de incrementar sua competitividade. Paralelamente, gera uma série de ameaças num ambiente crescente de instabilidade mundial que provém de conflitos geopolíticos e sociais, alguém de riscos econômico-financeiros. Mais ainda, a solidicação de um sistema econômico global em desequilíbrio é um dos principais motivos dos conflitos e dos riscos. Estas vertentes da Globalização, tanto positivas quanto negativas, causam distúrbios e oscilações agressivas aos mercados criando desafios à gestâo estratégica corporativa global. As abordagens teóricas do processo de Globalização das empresas, disponíveis na literatura levam em conta as vertentes de ameaças e oportunidades, no entanto de forma desordenada. Este estudo propõe uma análise qualitativa das principais abordagens existentes com o objetivo de identificar os desafios da gestão corporativa de empresas em transformação global sob essas duas vertentes. Mais ainda, demonstra que a busca de alternativas para sua sobrevivência e independência doméstica, requer a revisão da forma de suas funções administrativas e a formulação e implementação de suas estratégias, de maneira a definir a estrutura necessária para a expansão de seus negócios. É demonstrado também que vislumbrar novos mercados requer diversas habilidades dinâmicas, mas também sistematização para administrar desafios externos e internos. / [en] Globalization provides several opportunities to companies, including access to multiple markets, new revenues, knowledge and technologies, that increases their competitivity. On the other hand, it generates a series of threats within an environment of worldwide growing instability, originated from social and geopolitical conflicts, together with financial and economical risks. Moreover, the solidification of an unstable global economical system is at the heart of such conflicts and risks. Such aspects of the Globalization process, both the positive and negative ones, may cause aggressive disturbances and oscillations in the markets creating challenges to the global corporate strategic management. The modern approaches to managerial globalization process take into account both these aspects, opportunities and threats, however in an unordered way. In this work we present a qualitative analysis of the main approaches to global companies, aiming to pinpoint the challenges of corporate management of companies under globalization. Moreover, we demonstrate that a search for alternatives to a company's survival and domestic independence requires a change of perspective regarding their administrative functions and the formulation and implementation of their strategies, in order to define the necessary infrastructure to allow its business growth. It is also shown that a search for new markets requires several dynamic abilities but also a systematic method to manage internal and external challenges.

Made available in DSpace on 2017-07-10T18:34:02Z (GMT). No. of bitstreams: 1 Thiago H Moreira Goes.pdf: 1170133 bytes, checksum: c90f594764aa9195df08582c97772f4c (MD5) Previous issue date: 2013-02-20 / Fundação Araucária / The objective of this research was analyzing the corporate social responsibility (CSR) strategies of sugar cane agroindustry companies. For this analysis it was necessary the identification of which practices are performed by the companies in the sector as well as the elements which motivate such actions. The characteristic of this research is based on an exploratory- descriptive type, once it has started from the questioning about the subject among the several agents that compose the sugar cane agroindustry in Parana state. The theoretical frame used as a foundation to the research consists of theoretical references about corporate strategies, corporate social responsibility, reputational capital and relation between the company and the stakeholders. The analysis was arranged in two major topics. The first one was based on the classification of actions of corporate groups according the stages determined by Ethos Institute. The second one addressed the elements which motivate the CSR actions from the corporate groups of sugar cane agroindustry and other stakeholders within the sector. To comply with the first topic, it has been started from a survey carried out by GEPAG Group - Group in Study and Research of the Agribusiness System (in the period of 2010/2011) in several companies of the sector. The analysis began from the congregation of the companies in their respective corporate groups; the second step was the calculation of a simple arithmetic average in order to classify the levels in which the corporate groups are and finally; theoretical constraints and relative constraints of the sector were provided as explanatory elements to the resulting values. In this topic the actions of CSR in 13 corporate groups were analyzed. High levels of positive answers were found in what regards to CSR actions (especially in the criteria concerning to staff, environment, community, and creation and spread of socially responsible values). Among the constraints regarded as explanatory elements, the importance of the sector to the communities where the companies are based, and the change in the sector s businessmen profile and the competition and commercial matters have been highlighted. To comply with the second topic, corporate groups were consulted in a monthly meeting of ALCOPAR Council and the other stakeholders were interviewed afterwards. Seven corporate groups participated in this stage (they had already participated in the GEPAG Group research and were classified in the first topic), and also other stakeholders such as: ALCOPAR, Parana News, CPA Trading S/A, Ministry of Labor and Environmental Institute of Parana. The answers given by the corporate groups and other agents confirmed the theoretical aspects of which the CSR actions receive a big influence of instrumental aspects as competitive gains, reputation gains, reduction of conflicts between agents and inclusion in international markets. / O objetivo desta pesquisa foi analisar as estratégias de responsabilidade social empresarial (RSE) das empresas da agroindústria canavieira. Para esta análise foi necessária a identificação de quais práticas são realizadas pelas empresas do setor, bem como os elementos motivadores destas ações. A característica desta pesquisa baseia-se em um tipo exploratório-descritivo, visto que partiu do questionamento junto aos diversos agentes que compõem a agroindústria canavieira no Paraná sobre esta temática. O arcabouço teórico utilizado como suporte para a pesquisa consiste nos referenciais teóricos sobre estratégias empresariais, responsabilidade social empresarial, capital reputacional e relação da empresa com os demais stakeholders. A análise foi disposta em dois grandes tópicos. O primeiro deles baseou-se na classificação das ações dos grupos empresariais segundo os estágios determinados pelo Instituto Ethos. O segundo tópico versou sobre os elementos motivadores das ações de RSE a partir da visão dos grupos empresariais da agroindústria canavieira e de outros stakeholders presentes no setor. Para atender ao primeiro tópico partiu-se de um questionário realizado pelo Grupo de Estudo e Pesquisa do Sistema Agroindustrial - GEPAG (realizado no período de 2010/2011) em diversas empresas do setor. A análise teve início a partir da congregação destas empresas em seus respectivos grupos empresariais, o segundo passo consistiu no cálculo de uma média aritmética simples para classificar os níveis em que os grupos empresariais se encontram e por fim foram dispostos condicionantes teóricos e condicionantes relativos ao setor como elementos explicativos dos valores encontrados. Neste tópico foram analisadas as ações de RSE de 13 grupos empresariais. Foram encontrados níveis elevados de respostas positivas para as ações de RSE (sobretudo nos critérios concernentes aos colaboradores, ao meio ambiente, à comunidade e à criação e disseminação de valores socialmente responsáveis). Entre os condicionantes dispostos como elementos explicativos, a importância do setor para as comunidades onde as empresas estão inseridas, a mudança no perfil dos empresários do setor e as questões competitivas e comerciais apresentaram destaque. Para atender ao segundo tópico, foram consultados os grupos empresariais em uma reunião mensal do conselho da ALCOPAR e os demais stakeholders foram entrevistados em períodos posteriores. Desta etapa participaram sete grupos empresariais (que já haviam participado da pesquisa do Grupo GEPAG e foram classificados no primeiro tópico), além de outros stakeholders tais como: ALCOPAR, Jornal Paraná, CPA Trading S/A, Ministério do Trabalho e Instituto Ambiental do Paraná. As respostas apresentadas pelos grupos empresariais e pelos demais agentes corroboraram os aspectos teóricos de que as ações de RSE sofrem grande influência de aspectos instrumentais como ganhos competitivos, ganhos de reputação, minimização de conflitos com demais agentes e inserção em mercados internacionais.