O presente trabalho teve como objetivos estudar o desempenho operacional dos equipamentos utilizados num sistema de enleiramento e recolhimento de palhiço de cana-de-açúcar colhida mecanicamente, sem queima prévia. O experimento foi desenvolvido em área pertencente ao Grupo COSAN, Usina Costa Pinto. Foi adotado o delineamento inteiramente casualizado para avaliar os dois diferentes tratamentos adotados neste estudo. Com o intuito de facilitar o entendimento das variáveis consideradas, estas foram agrupadas em três capítulos. Foram consideradas as variáveis nas operações de enleiramento e recolhimento do palhiço: velocidade de trabalho, capacidade efetiva e operacional, consumo de combustível, eficiência de campo, produtividade e poder calorífico do material, palhiço recolhido e remanescente, massa específica e percentagem de terra no palhiço, energia disponível por hectare, eficácia de manipulação e custos do sistema. Pode-se concluir que a utilização dos diferentes enleiradores não influenciou de maneira significativa as características do palhiço recolhido, nem o desempenho operacional da recolhedora. O sistema de recolhimento a granel, sob o ponto de vista operacional, pode ser considerado como uma opção viável no manejo do palhiço de cana-de-açúcar, visando seu recolhimento e utilização na geração de energia. / This work had as goal to study the operational performance of equipments used in an rowing and collecting system of the sugarcane trash of the crop harvested mechanically, without being previously burned. The experiment was developed in an area belonged to COSAN Group, Costa Pinto sugar mill. An experimental delineation entirely random was adopted to evaluate two different treatments adopted in this study. Aiming to ease the understanding of the considered variables, these were grouped in three chapters. The considered variables were: work speed, effective and operational capacities, fuel consumption, work efficiency, yield and heat power of the material, collected and remaining sugarcane trash, its density and the dust percentage in it, available energy per hectare, manipulation efficiency and system cost. It could be concluded that the use of different rowers did not affected in a significant manner the sugarcane trash features, nor the operational performance of the collecting machine. The barn collecting system, under the operational point of view, can be considered as an feasible way in the sugarcane trash management aiming its collecting and the use of it in energy generation process.

Thesis (M. Com.) --University of Limpopo, 2018 / The purpose of this study was to investigate the efficiency and effectiveness of e-business applications when used for the creation and delivering of value propositions that the target markets that businesses desire to achieve in the Limpopo Province. The study had three objectives. (1) To identify the e-business applications that can be used in the development of new value propositions for businesses (2) To identify the benefits that the use of e-business applications offers to businesses (3) To determine the relationship between the use of e-business applications and the operational performance of the value propositions. The study was quantitative in nature. Exploratory and descriptive research were utilised to the use of e-business applications by businesses. A sample size of 330 businesses was used. The questionnaire was based on a thorough theoretical basis and a pilot study was conducted to improve the validity. The Cronbach alpha test was conducted to ascertain the reliability of the research instrument. Data was collected through the use of self-administered questionnaires in a survey. SPSS was used for data analysis. The results indicate the e-business applications, the benefits of e-business and the relationship between the e-business applications and operational performance of value propositions. Recommendations to businesses utilise e-business applications so that they are able to create and deliver value propositions in an efficient and effective manner are made.

Orientador: Carlos Eduardo Angeli Furlani / Banca: Rouverson Pereira da Silva / Banca: Alberto Carvalho Filho / Resumo: O presente trabalho foi conduzido na área experimental do Laboratório de Máquinas e Mecanização Agrícola da UNESP/Jaboticabal. Avaliou-se o desenvolvimento e os componentes de produção de dois híbridos de milho (DKB 390, simples e DKB 435, duplo), o desempenho do conjunto trator-semeadora-adubadora e as perdas na colheita mecanizada em função de 3 velocidades do conjunto (5,4; 6,8 e 9,8 km h-1) na operação de semeadura, totalizando 6 tratamentos com 4 repetições em delineamento em blocos ao acaso em esquema fatorial 2 x 3. Os resultados evidenciaram que o aumento da velocidade do conjunto trator-semeadora-adubadora proporcionou menor porcentagem de espaçamentos normais entre as sementes, reduziu a produtividade de grãos para o híbrido simples e não interferiu na produtividade do híbrido duplo. A força de tração na barra não variou com o aumento da velocidade do conjunto, mas houve maior exigência de potência. A menor velocidade do conjunto proporcionou maior fluxo de grãos e maior fluxo total na colhedora para o híbrido simples, não alterando o valor dessas variáveis para o híbrido duplo. Os maiores valores de perdas totais e fluxo de material não grão (MOG) foram obtidos na menor velocidade de semeadura. / Abstract: The present work took place at Laboratório de Máquinas e Mecanização Agrícola da Unesp/Jaboticabal. Through this experiment, it was possible to evaluate the development of two type of corn hybrid (DKB 390, simple and DKB 435, doublé) and their components of production; the performance of the seeder-fertilizer-tractor set and the losses in mechanized harvest in function of 3 different speeds (5.4, 6.8 and 9.8 km h-1) of this set, during the operation of seeding, with 6 treatments and 4 repetitions in a randomized block-type delineation, factorial 2 x 3. The results evidenced that the increase of the speed of the seeder-fertilizer-tractor set, caused a lower percentage of admissible spacing between the seeds, reduced the simple hybrid productivity, but it did not intervene in the double hybrid productivity. Besides, the traction force in the bar did not vary when the speed of the set increased, but there was a greater power requirement. The lowest speed of the set provided a greater grain flow and greater total flow in the harvester for the simple hybrid, but did not change the values of these variables for the double hybrid. The highest values of total losses and flow of material other grain (MOG) were gotten in the lower speed of seeding. / Mestre

This dissertation addresses the topic of manufacturing strategy, especially the manufacturing capabilities and operational performance of manufacturing plants. Manufacturing strategy research aims at providing a structured decision making approach to improve the economics of manufacturing and to make companies more competitive. The overall objective of this thesis is to investigate how manufacturing companies make use of different manufacturing practices or bundles of manufacturing practices to develop certain sets of capabilities, with the ultimate goal of supporting the market requirements. The thesis aims to increase the understanding of the role of operations management and its immediate impact on manufacturing performance. Following the overall research objective three areas are identified to be of particular interest; to investigate (i) the relationship among different dimensions of operational performance, (ii) the way different performance dimensions are affected by manufacturing practices or bundles of manufacturing practices, (iii) whether there are contingencies that may help explain the relationships between dimensions of manufacturing capabilities or the effects of manufacturing practices or bundles of manufacturing practices on operational performance. The empirical elements in this thesis use data from the High Performance Manufacturing (HPM) project. The HPM project is an international study of manufacturing plants involving seven countries and three industries. The research contributes to several insights to the research area of manufacturing strategy and to practitioners in manufacturing operations. The thesis develops measurements for and tests the effects of several manufacturing practices on operational performance. The results are aimed at providing guidance for decision making in manufacturing companies. The most prominent implication for researchers is the manifestation of the customer order decoupling point as an important contingency variable to consider when studying manufacturing operations.

What operational factors can explain the performance differences between manufacturing firms? Scholars have produced a significant volume of research that examines the linkages between operational factors (resources and practices) and firm performance. There is agreement that organizational capabilities mediate the relationship between operational factors and firm performance. However, due to the numerous and sometimes contradictory definitions of organizational capabilities in the literature and because organizational capabilities includes non-operational factors, it has been suggested that operational capabilities, as a sub construct of organizational capabilities, is more appropriate for establishing an empirical relationship between operational factors and firm performance. Scholars have argued that process improvement practices facilitate the development of operational capabilities, which can consequently lead to improved firm performance. Other scholars have argued that process improvement practices facilitate organizational knowledge creation, which can also influence firm performance. We integrate these two theoretical perspectives into a single conceptual model that better explains the relationship between knowledge-creating practices and firm operational performance. Specifically, we argue that knowledge-creating practices play a significant role in developing a firm’s operational capabilities, which in turn, influence firm operational performance. This research investigates the existence of a relationship between organizational knowledge creation and firm operational performance that is mediated by operational capabilities.

What operational factors can explain the performance differences between manufacturing firms? Scholars have produced a significant volume of research that examines the linkages between operational factors (resources and practices) and firm performance. There is agreement that organizational capabilities mediate the relationship between operational factors and firm performance. However, due to the numerous and sometimes contradictory definitions of organizational capabilities in the literature and because organizational capabilities includes non-operational factors, it has been suggested that operational capabilities, as a sub construct of organizational capabilities, is more appropriate for establishing an empirical relationship between operational factors and firm performance. Scholars have argued that process improvement practices facilitate the development of operational capabilities, which can consequently lead to improved firm performance. Other scholars have argued that process improvement practices facilitate organizational knowledge creation, which can also influence firm performance. We integrate these two theoretical perspectives into a single conceptual model that better explains the relationship between knowledge-creating practices and firm operational performance. Specifically, we argue that knowledge-creating practices play a significant role in developing a firm’s operational capabilities, which in turn, influence firm operational performance. This research investigates the existence of a relationship between organizational knowledge creation and firm operational performance that is mediated by operational capabilities.

Using private firm financial data, I compare operational improvements in public-to-private and private-to-private leveraged transactions in Western Europe between 2003 and 2010. Results are consistent with the recent literature and find operational gains to be significantly smaller then when buyouts were originally analyzed by Jensen (1989) and Kaplan (1989). Public firms experience an increase in raw EBITDA margin of 7.2 percentage points three years post-buyout, while a doubling of firm size yields an increase in EBITDA margin of 4.6 percentage points in year three post-buyout. Using industry-adjusted data, prior corporate form is positive and significant in year two post-buyout. Contrary to prior literature’s expectations, governance state does not impact increases in net profit margin or return on assets. My analysis offers support for the free cash flow theory, as the positive and significant effect of a public structure on EBITDA margin suggests that public firms have greater growth potential for private equity investors and more agency costs than their private counterparts.

Nesta dissertação entende-se Governança Corporativa como um conjunto de práticas empresariais potencialmente relacionadas com o desempenho operacional e o desempenho frente ao mercado de capitais, seguindo estudos que têm sugerido essa relação. A pesquisa se propôs a investigar, no caso das companhias abertas brasileiras, a significância do pertencimento aos segmentos diferenciados de listagem da Bolsa de Valores do Estado de São Paulo (BM&FBOVESPA) sobre os indicadores de resultado operacional das empresas listadas no Brasil, mais especificamente em relação aos retornos sobre ativos (ROA) e sobre patrimônio líquido (ROE), e a outros indicadores lastreados no lucro antes de juros e impostos (EBIT) e no lucro antes de juros, impostos, depreciação e amortização (EBITDA). Empregaram-se, aqui, métodos quantitativos em um modelo de regressão linear. O trabalho teve como referência principal o artigo de Brown e Caylor (Corporate Governance and Firm Operating Performance, 2009). Os resultados foram mistos e inconclusos em termos de significância, ao modelar ROA, ROE e indicadores baseados em EBIT e EBITDA, contra os segmentos de listagem, mesmo empregando variáveis de controle como o valor de mercado, a razão entre o patrimônio líquido e o valor de mercado, e o endividamento das empresas. Recomenda-se, assim, para estudos futuros, aprofundar a análise e a determinação das variáveis de controle, além de buscar atenuar as limitações devidas à endogeneidade e à causalidade reversa, pelo uso de variáveis instrumentais, e pelo emprego de métodos econométricos mais robustos, como equações estruturais. / In this research, we understand corporate governance as a set of corporate practices potentially related to the operational performance and to the capital market performance of the firm, following several studies that have suggested such a relationship. The research intended to investigate whether there is a significant relationship between the listing in BM&FBOVESPA’s higher corporate governance segments, and the operational indicators of listed Brazilian companies, more specifically, return on assets (ROA) and return on equity (ROE), as well as other earnings before interest and taxes (EBIT) and earnings before interest, taxes, depreciation and amortization (EBITDA) related indicators. Quantitative methods – linear regressions – were employed. The main reference for the research was Brown and Caylor’s article (Corporate Governance and Firm Operating Performance, 2009). The results were mixed and not conclusive in terms of significance, when modeling ROA, ROE and the other performance indicators in relation to the listing segments, despite market value, equity divided by market value, and debt to equity ratio as control variables. The study recommends future deeper analyses and selection of control variables, as well as addressing endogeneity and reverse causality limitations through the use of instrumental variables, and more robust econometric models such as structural equations modeling (SEM).

Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T13:28:30Z No. of bitstreams: 1 Final paper_v9_revised.docx: 347831 bytes, checksum: 7615d182c08a36c0c2d0a4b02b5cdaf9 (MD5) / Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, Seu trabalho foi rejeitado conforme conversamos. Att, on 2014-03-18T14:32:07Z (GMT) / Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:04:49Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522958 bytes, checksum: 7c6da9306d3d96df4d50a63e67bf9ba9 (MD5) / Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, O Resumo é apos o ABSTRACT, primeiro é a lingua que o trabalho foi feito e depois coloca-se o resumo em Português. Att Pamela Tonsa - 3799 - 7852 on 2014-03-18T15:16:53Z (GMT) / Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:22:21Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) / Approved for entry into archive by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br) on 2014-03-18T16:29:06Z (GMT) No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) / Made available in DSpace on 2014-03-18T16:34:08Z (GMT). No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) Previous issue date: 2014-02-19 / Manufacturing strategy has been widely studied and it is increasingly gaining attention. It has a fundamental role that is to translate the business strategy to the operations by developing the capabilities that are needed by the company in order to accomplish the desired performance. More precisely, manufacturing strategy comprises the decisions that managers take during a certain period of time in order to achieve a desire result. These decisions are related to which operational practices and resources are implemented. Our goal was to identify the relationship between these two decisions with operational performance. We based our arguments on the resource-based view for identifying sources of competitive advantage. Hence, we argued that operational practices and resources affect positively the operational performances. Additionally, we proposed that in the presence of some resources the implementation of operational practices would lead to a greater performance. We used previous scales for measuring operational practices and performance, and developed new constructs for resources. The data used is part of the High Performance Manufacturing project and the sample is composed by 291 plants. Through confirmatory factor analysis and multiple regressions we found that operational practices to a certain extant are positively related to operational performance. More specifically, the results show that JIT and customer orientation practices have a positive relationship with quality, delivery, flexibility, and cost performances. Moreover, we found that resources like technology and people explain a great variance of operational performance.

Submitted by Marcia Scarpin (mrs.scarpin@gmail.com) on 2016-06-15T20:33:38Z No. of bitstreams: 1 TESE _2016_MarciaScarpin.pdf: 8479445 bytes, checksum: 6461eb5a2c0335091a054924d454d4c9 (MD5) / Approved for entry into archive by Pamela Beltran Tonsa (pamela.tonsa@fgv.br) on 2016-06-16T12:04:40Z (GMT) No. of bitstreams: 1 TESE _2016_MarciaScarpin.pdf: 8479445 bytes, checksum: 6461eb5a2c0335091a054924d454d4c9 (MD5) / Made available in DSpace on 2016-06-16T12:11:10Z (GMT). No. of bitstreams: 1 TESE _2016_MarciaScarpin.pdf: 8479445 bytes, checksum: 6461eb5a2c0335091a054924d454d4c9 (MD5) Previous issue date: 2016-04-07 / Operational capabilities are characterized as an internal resource of the firm and source of competitive advantage. However, the literature of operations management provides inadequate constitutive definitions of operational capabilities, does not cover the relativization to different contexts, has limited empirical grounding, and does not adequately explores the more extensive empirical literature on operational practices. When practices are operationalized in the internal environment of the firm, they can be incorporated as organizational routines, and through the pre-existing tacit knowledge of production, become operational capabilities, thus creating barriers to imitation. But, a few scholars have explored operational practices as an antecedent of operational capabilities. Based on this review, we investigated about nature of operational capability; the relationship between operational practices and operational capabilities; types of operational capabilities characterized in the firm’s internal environment; and the impact of the operational capabilities on operational performance. Therefore, we conduct a mixed methods research. In qualitative stage, we conducted case studies in four firms, two multinational American firms operating in Brazil and two local Brazilian firms. We collected data through semi-structured interviews with open-ended questions, based on our theoretical review of operational practices and operational capabilities. The interviews were conducted face-to-face. In total, 73 interviews were performed in four different firms (21 - first case, 18 - second case, 18 - third case, 16 – fourth case). All interviews were recorded and transcribed literally in NVivo software. In quantitative stage, the sample was composed of 206 firms. The questionnaire creation involved an extensive review of the literature and also the use of the results of the analysis of the qualitative phase data. Q-sort was performed. Pre-test was administered to production managers. Measures were conducted to reduce Common Method Variance. A total of ten scales were used: 1) Continuous Improvement; 2) Information Management; 3) Learning; 4) Customer Support; 5) Innovation; 6) Operational Efficiency; 7) Flexibility; 8) Customization; 9) Supply Management; and 10) Operational Performance. We use Confirmatory Factor Analysis to conducted reliability, content, convergent, and discriminant validity. The data were analyzed using regressions. Our main results were: First, relate the operational practices as an antecedent of operational capabilities. Second, the creation of a typology divided into two constructs. The first construct is called Standalone Capabilities. This group consists of zero order capabilities such as Customer Support, Innovation, Operational Efficiency, Flexibility, Customization, and Supply Management. These capabilities aim to improve operational processes of the firm. They have a direct relationship with operational performance. Second construct is called Across-the-Board Capabilities. It is composed of first order capabilities such as Learning, Continuous Improvement, and Information Management. These capabilities are considered dynamic and they have the role to reconfigure Standalone Capabilities. / Operational capabilities são caracterizadas como um recurso interno da firma e fonte de vantagem competitiva. Porém, a literatura de estratégia de operações fornece uma definição constitutiva inadequada para as operational capabilities, desconsiderando a relativização dos diferentes contextos, a limitação da base empírica, e não explorando adequadamente a extensa literatura sobre práticas operacionais. Quando as práticas operacionais são operacionalizadas no ambiente interno da firma, elas podem ser incorporadas as rotinas organizacionais, e através do conhecimento tácito da produção se transformar em operational capabilities, criando assim barreiras à imitação. Apesar disso, poucos são os pesquisadores que exploram as práticas operacionais como antecedentes das operational capabilities. Baseado na revisão da literatura, nós investigamos a natureza das operational capabilities; a relação entre práticas operacionais e operational capabilities; os tipos de operational capabilities que são caracterizadas no ambiente interno da firma; e o impacto das operational capabilities no desempenho operacional. Nós conduzimos uma pesquisa de método misto. Na etapa qualitativa, nós conduzimos estudos de casos múltiplos com quatro firmas, duas multinacionais americanas que operam no Brasil, e duas firmas brasileiras. Nós coletamos os dados através de entrevistas semi-estruturadas com questões semi-abertas. Elas foram baseadas na revisão da literatura sobre práticas operacionais e operational capabilities. As entrevistas foram conduzidas pessoalmente. No total 73 entrevistas foram realizadas (21 no primeiro caso, 18 no segundo caso, 18 no terceiro caso, e 16 no quarto caso). Todas as entrevistas foram gravadas e transcritas literalmente. Nós usamos o sotware NVivo. Na etapa quantitativa, nossa amostra foi composta por 206 firmas. O questionário foi criado a partir de uma extensa revisão da literatura e também a partir dos resultados da fase qualitativa. O método Q-sort foi realizado. Um pré-teste foi conduzido com gerentes de produção. Foram realizadas medidas para reduzir Variância de Método Comum. No total dez escalas foram utilizadas. 1) Melhoria Contínua; 2) Gerenciamento da Informação; 3) Aprendizagem; 4) Suporte ao Cliente; 5) Inovação; 6) Eficiência Operacional; 7) Flexibilidade; 8) Customização; 9) Gerenciamento dos Fornecedores; e 10) Desempenho Operacional. Nós usamos análise fatorial confirmatória para confirmar a validade de confiabilidade, conteúdo, convergente, e discriminante. Os dados foram analisados com o uso de regressões múltiplas. Nossos principais resultados foram: Primeiro, a relação das práticas operacionais como antecedentes das operational capabilities. Segundo, a criação de uma tipologia dividida em dois construtos. O primeiro construto foi chamado de Standalone Capabilities. O grupo consiste de zero order capabilities tais como Suporte ao Cliente, Inovação, Eficiência Operacional, Flexibilidade, e Gerenciamento dos Fornecedores. Estas operational capabilities têm por objetivo melhorar os processos da firma. Elas têm uma relação direta com desempenho operacional. O segundo construto foi chamado de Across-the-Board Capabilities. Ele é composto por first order capabilities tais como Aprendizagem Contínua e Gerenciamento da Informação. Estas operational capabilities são consideradas dinâmicas e possuem o papel de reconfigurar as Standalone Capabilities.