O presente estudo apresentou os objetivos de: desenvolver lista de indicadores para compor modelo de avaliação de desempenho para as CEs e após verificar sobre o uso e finalidade dos indicadores CEs, na sequência foi verificado sobre a existência de correlação (associação) dos indicadores com as finalidades de tomada de decisão estratégica, monitoramento e controle, educação e aprendizagem, legitimidade e comunicação externa, e por fim foi verificado sobre as finalidades mais relevantes no uso dos indicadores nas CEs. O desenvolvimento metodológico do estudo ocorreu em três etapas, sendo que na primeira e segunda etapa a pesquisa se caracterizou como do tipo exploratória, com dados coletados por meio das técnicas de pesquisa de grupo focal e Delphi e a terceira etapa da pesquisa foi do tipo descritiva e correlacional, com dados coletados por meio de pesquisa Survey. A primeira etapa do estudo iniciou a partir da relação teórica de trinta e quatro indicadores, que por meio da pesquisa de grupo focal junto a cooperativa Creluz foi possível acrescentar outros trinta e três indicadores de uso das CEs. Estes indicadores foram distribuídos nas seguintes dimensões: econômico-financeira, eficiência operacional, pessoas e inovação, qualidade técnica e comercial, satisfação do consumidor, relacionamento com associados e benefícios sociais e ambientais. Na segunda etapa do estudo, os 67 (sessenta e sete) indicadores foram submetidos a apreciação de quinze especialistas em eletrificação por meio da técnica de pesquisa Delphi, tendo em vista selecionar os indicadores mais importantes (privilegiados) para compor um modelo de avaliação de desempenho para as CEs - MADCE. Os especialistas indicaram quarenta e um indicadores para compor o modelo de avaliação de desempenho. Na sequência na terceira etapa do estudo os quarenta e um indicadores do modelo de avaliação, foram submetidos por meio de um instrumento de coleta de dados junto as CEs, tendo em vista: i) verificar sobre o uso e as finalidades de uso dos indicadores pelas diretorias das CEs, ii) verificar sobre o grau de associação/correlação do uso dos indicadores com as finalidades de tomada de decisão estratégica, monitoramento e controle, legitimidade, educação e aprendizagem e comunicação externa, e iii) verificar sobre as finalidades mais relevantes no uso dos indicadores. Os resultados demonstram que os indicadores que compõe o modelo de avaliação são quase sempre e sempre utilizados pelas CEs, com níveis de uso variando de 0,49 a 0,87 de uma escala de zero a um. Os indicadores mais utilizados pelas CEs fazem parte das dimensões que retratam sobre a eficiência operacional, o relacionamento com associados e econômico-financeiros. Quanto às finalidades das informações dos indicadores pelas diretorias, os resultados demonstram que os indicadores possuem os seguintes propósitos: i) para o monitoramento e controle (0,70), ii) para a tomada de decisão estratégica (0,67), iii) para a comunicação externa (0,66), iv) para a legitimidade (0,63) e v) para a educação e aprendizagem (0,62) de uma escala de zero a um. Após verificou-se sobre os graus de correlação (associação) dos indicadores com as finalidades descritas. Os resultados demonstram correlações fortes e positiva dos indicadores (variáveis) com a tomada de decisão estratégica e monitoramento e controle e correlação moderada e positiva com a educação e aprendizagem, legitimidade e comunicação externa. Por fim, foi possível verificar sobre as finalidades mais relevantes em função da frequência do número de correlações fortes. Os resultados demonstram que as finalidades mais relevantes no uso dos indicadores são as seguintes, pela ordem: tomada de decisão estratégica, monitoramento e controle, legitimidade e educação, aprendizagem e comunicação externa. / The present study has the following objectives: develop list of indicators to compose model performance evaluation for ECs and after checking on the use and purpose of the indicators ECs following was found on the correlation (association) with the indicators purposes of strategic decision making, monitoring and control, education and learning, legitimacy and external communication, and ultimately was found on the most important purposes in the use of indicators in ECs. The methodological development of the study occurred in three stages, with the first and second stage of the study was regarded as exploratory type, with data collected by the techniques of focus group research and Delphi and the third stage of the research was descriptive and correlational, with data collected through Survey Research. The first phase of the study started from the theoretical relationship of thirty-four indicators that through focus group research with the cooperative Creluz could add another thirty-three indicators of use of ECs. These indicators were distributed in the following dimensions: economic and financial, operational efficiency, people and innovation, technical and commercial quality, consumer satisfaction, and relationship with associated social and environmental benefits. In the second stage of the study, 67 (sixty seven) indicators underwent assessment of fifteen experts electrification through the Delphi survey technique, in order to select the most important indicators (privileged) to compose a model of performance evaluation for ECs - MADCE. Experts indicated forty-one indicators to compose the model performance evaluation. Following the third stage of the study the forty-one indicators of the evaluation model, submitted by an instrument to collect data from the ECs, in order to: i) check on the use and purpose of use of indicators by boards of ECs, ii) check on the degree of association / correlation of the use of indicators for the purposes of strategic decision making, monitoring and control, legitimacy, education and learning and external communication, and iii) check on the most important purposes in use of indicators. The results demonstrate that the indicators that make up the evaluation model are almost always used by CEs and always with use levels ranging from 0.49 to 0.87 on a scale of zero to one. The indicators used by more ECs are part of the dimensions that portray on operational efficiency, relationships with associates and economic-financial. As for information purposes by the boards of the indicators, the results show that the indicators have the following purposes: i) to monitor and control (0.70), ii) for strategic decision making (0.67), iii) for external communication (0.66), iv) to the legitimacy (0.63) ev) for education and learning (0.62) on a scale from zero to one. After it was found on the degrees of correlation (association) of the indicators for the purposes described. The results show strong correlations and positive indicators (variables) with strategic decision making and monitoring and control and moderate and positive correlation with education and learning, legitimacy and external communication. Finally, it was possible to check on the most relevant purposes depending on the frequency of the number of strong correlations. The results show that the most important purpose in the use of indicators are as follows, in order: strategic decision making, monitoring and control, legitimacy and education, learning and external communication.

The main purpose of this study is to analyze the effects of social capital on organizational performance of local government and whether the effect varies across national cultures. The study hypothesized that organizational level social capital in a public sector organization has a positive influence on organizational performance. To investigate the relationship, surveys were sent to public officials of local government organizations in the city of Omaha in the United States and Wonju city in South Korea. Based on Hofstede’s definition of national culture, these two countries contrast strongly on important cultural characteristics. The two cities were selected as typical representatives of each country. Social capital was operationalized as structural, relational, and cognitive, and organizational performance was measured in terms of efficiency, effectiveness, responsiveness, and equity. The surveys were distributed to public officials working in various city departments. The departments were chosen to represent the three main policy types (as defined by Lowi): regulatory policies, distributive policies, and redistributive policies. Out of 407 surveys sent, 294 usable and valid responses were received. The data were analyzed using SPSS computer software and included descriptive statistics, ANOVA, Pearson’s simple correlation, t-test, factor analysis, linear regression analysis, dummy regression analysis, and moderator regression. The results showed that organizations with higher levels of structural, relational, and cognitive social capital achieve higher levels of organizational performance. However, the effect of social capital in a public sector organization on organizational performance did not differ across cultures. Rather, within a given culture, the relationship varied by policy type. The findings provide some practical guidelines to government leaders on how to increase social capital to enhance organizational performance. By integrating public organizational theories with social capital literature, this study suggests the determinants of public sector performance.

Knowledge management has become one of the most important trends in business, yet many knowledge management initiatives fail. To understand the success and failure of knowledge management, firms must identify and assess the organizational capabilities required for the effort to prosper, which is the focus of this study. Literature has offered important theoretical grounding for this study with regard to organizational capability as a predictor of knowledge management effectiveness, but empirical examination is lacking. The organizational capabilities have been identified as knowledge infrastructure capability (consisting of cultural, structural, and technological) and knowledge process capability (consisting of knowledge acquisition, conversion, application, and protection). The research model was adopted from Gold, Malhotra, and Segars (2001). This research broke new ground in the field of knowledge management by examining the relationships between knowledge infrastructure capability, knowledge process capability, and organizational effectiveness from the dual perspective of the team (within business units) in contrast to the organization (across business units). Organizations develop knowledge infrastructure to drive desired behaviors, yet knowledge workers develop processes to circumvent the organization's infrastructure (cultural and structural barriers). This may contribute to the problem of knowledge management failure. However, the relationships between knowledge infrastructure and knowledge processes have not been empirically examined, until this study. In addition, most knowledge management research is conducted at the organization level, yet most knowledge management implementation occurs at the team level (project teams, business units, social groups). To help bridge the gaps between theory and practice, this study aligned the unit of analysis more closely with the practitioners' level of implementation. Using only the organization as the unit of analysis would provide little guidance for business leaders in how they can influence the success of knowledge management programs, and it would present an incomplete picture when assessing the relationships between organizational capabilities and knowledge management effectiveness. The organization perspective helps with generalizability of this study, while the team perspective leads to results of a more informative and prescriptive nature for practitioners. Because the field of knowledge management is driven by practical need, this study offers many important managerial implications. Data was collected from several business units of a Fortune 100 multinational firm, and assessed using Structural Equation Modeling. The structural models were developed to test the hypothesized relationships and answer the research questions. As a result, this research provides empirical evidence that knowledge management capabilities are a contributing factor of organizational effectiveness. In addition, it can be concluded that firms with superior absorptive capacity and knowledge integration processes will improve their knowledge management capability. The results of this study include the findings that knowledge infrastructure drives knowledge processes, that organization-level knowledge processes drive team-level knowledge processes, and that knowledge protection is seen as a corporate responsibility rather than a team or individual responsibility. Overall, the findings conform to the literature and lend credibility to Gold et al.'s (2001) theory that effective knowledge management, as measured by its impact on organizational performance, is dependent on the firm's knowledge infrastructure capability and knowledge process capability.

[pt] Apesar de diversas pesquisas terem sido conduzidas sobre o impacto do planejamento estratégico no desempenho das empresas, os resultados ainda são inconclusivos. Enquanto alguns estudos encontraram uma relação positiva, outros não encontraram nenhuma relação estatisticamente significativa e outros, ainda, identificaram uma relação negativa, embora de baixa magnitude. A diversidade de definições do domínio conceitual dos constructos planejamento estratégico e desempenho organizacional, encontrada na literatura, pode ser uma das explicações para os resultados contraditórios. Este estudo teve como objetivo identificar a relação entre planejamento estratégico e desempenho financeiro em bancos que operam no Brasil. O construto planejamento foi conceitualmente delimitado aos aspectos relacionados a intensidade e grau de formalização/sistematização do planejamento. Neste estudo, realizou-se uma survey com bancos (tanto bancos brasileiros, quanto filiais de bancos estrangeiros que operam no Brasil). Os dados sobre planejamento foram colhidos, por meio de um questionário estruturado, junto a executivos responsáveis por esta área em suas empresas, enquanto os dados sobre desempenho foram obtidos de fontes secundárias divulgadas pelo Banco Central do Brasil. / [en] In spite of several researches have been conducted on the impact of strategic planning in the performance of firms, the results are still inconclusive. While some studies found a positive relationship, others have found no significant statistical relationship and yet others have identified a negative relation, although of low magnitude. The diversity of definitions of the conceptual constructs field of strategic planning and organizational performance found in literature, may be one explanation for the contradictory results. This study aimed to identify the relationship between strategic planning and financial performance of banks operating in Brazil. The construct planning was conceptually bounded to aspects related to the intensity and degree of formalization/systematization of planning. A survey was performed with banks (Brazilian and subsidiaries of foreign banks operating in Brazil). The data on planning were collected by means of a structured questionnaire, along with the executives responsible for this area at their companies, while the data on performance were obtained from secondary sources disclosed by the Central Bank of Brazil.

[pt] A presente dissertação tem como propósito analisar o gerenciamento cultural e o impacto no desempenho organizacional de uma empresa que passou por um processo de privatização. Este estudo de caso refere-se a Embratel - Empresa Brasileira de Telecomunicações que, após a sua privatização em 1998, conferiu significativa mudança em seu desempenho. Com base em uma análise qualitativa, esta pesquisa buscou classificar a Embratel, antes e após a privatização, em algumas tipologias culturais identificadas na literatura, e pode-se concluir que ela passou a ter um planejamento estratégico mais voltado para o mercado e seus clientes. O resultado deste estudo reforça a premissa apresentada, pois indica forte correlação entre cultura, estratégia e desempenho, evidenciando a importância de algumas variáveis como: processo de comunicação, estrutura de poder e processo decisório no gerenciamento da mudança organizacional. / [en] This essays focuses on analysing the culture of an organization that has been through a privatization process. It analyses the impact of this culture in the organizational performance. To reach this goal a thorough research was conducted involving a case study. Embratel, Empresa Brasileira de Telecomunicação, went through a privatization process and it was used as the focus of this study. The conclusion of this study shows the importance of the culture management in order to achieve new corporate goals, showing the most important variables in the process, as well as the way to align them to the new strategies in order to improve performance.

[pt] Esta dissertação tem como propósito analisar o processo de gerenciamento cultural da Embratel, já no período pós- privatização, no qual ocorreu o alinhamento dos valores da organização em torno dos valores da subcultura de finanças, que assumiu papel dominante, e verificar seus impactos no desempenho organizacional. A empresa enfrentou uma crise em seus resultados, em meio a alterações no ambiente externo, o que levou a reformulação de seus objetivos estratégicos, que passaram a ter mais foco na geração de resultado. Através de uma análise qualitativa, com a abordagem de estudo de caso e modelos que relacionam a emergência de subculturas, a cultura e o desempenho, procurou-se, através de pesquisa documental e de entrevistas semi-estruturadas, identificar as mudanças na cultura da empresa, o processo de concordância cultural e seus reflexos no desempenho financeiro, comparado a outras empresas do setor. Os resultados confirmam a literatura sobre o assunto, que indica que existe uma forte correlação entre a emergência de subculturas dominantes, períodos de turbulência interna e externa e mudanças na estrutura da organização e evidenciam a importância de algumas variáveis no gerenciamento da cultura voltada para o desempenho, como a estrutura de poder, o processo decisório, o processo de comunicação, o sistema de recompensas e os processos de seleção, treinamento e de avaliação. / [en] This essays focuses on analyzing Embratel (a large telecommunications company) cultural management, in the post privatization period, when organizational values got aligned with the values of the finance subculture, that emerged as the dominant subculture, and identify its impact in organizational performance. The organization, confronting with an hostile environment, faced a crisis in its results, that drove to a reformulation in its strategic objectives, that gained a financial focus. Through qualitative analyses, a case study was conducted relating the emergence of subcultures, culture change and performance. The research was based on a documental analysis and semi-structured interviews. The cultural agreement process and its impacts in financial performance were investigated. The conclusion of this study reinforces the hypothesis in the organization theory that indicates a strong correlation between the emergence of dominant subcultures, periods of external and internal turbulence, changes in the organization structure, showing the key influence of some variables in the cultural changing management process with focus on performance, such as: power structure, training, communication, reward, selection and evaluation systems and decision process.

The global nature of today's business environment, coupled with technological advances, compels managers to work with an increasingly diverse workforce worldwide. The purpose of this multiple-case study was to explore how bank managers used employee diversity effectively in the organizational decision-making process. Participants were 10 frontline management staff (middle and executive managers) with the required employee engagement skills involved in the decision-making process of a Nigerian bank. The conceptual framework for this study was rational choice theory, also called rational action theory or choice theory. Participants responded to 8 open-ended semistructured interview questions. The data collection process included validating and triangulating information gathered via member checking and review of archival business documents and peer-reviewed journals. Thematic analysis was used to analyze data from the study. Five key themes emerged from data analysis: recruitment, retention, and improvement of diverse talents; education and integration of employees with a divergent institutional heritage; engagement and leveraging of diverse stakeholders; business innovation, and productivity; and decision-making, and profitability. The implications of this study for social change include employee diversity management and strategic practices that contribute to effective decision-making process in the organization to improve socio-economic development of stakeholders (customers, board of directors, employees, policymakers and business contractors) and promote cohesion within bank staff and stakeholders resulting to improved business relationship and tolerance in society.

La Teoría del comportamiento indica que la toma de decisiones es el motor que da vida a la organización, en donde para la Alta Gerencia una correcta toma de decisiones debe ser respaldada por confiables fuentes de información, ya que al consolidarse esta como un recurso fundamental en este proceso, permitirá elegir y tomar decisiones rápidas y certeras en las organizaciones. Esta información se ha obtenido muchas veces a partir de la transferencia de conocimientos adquiridos de los diferentes procesos de aprendizaje, con el fin de que ayude en tomar la mejor decisión, para lograr buenos resultados y para que la empresa sea sostenible en el tiempo. En esta investigación se analizaron diferentes métodos con el fin de demostrar el riesgo en el proceso de tomar alguna decisión por parte de la Alta Gerencia, ya que ante una decisión todos los grupos de personas que conforman la organización se verán afectados. De modo que, muchas veces las organizaciones se encuentran en una incertidumbre en no saber qué alternativa escoger y qué riesgo puedan correr. Lo que significa que la Alta Gerencia deberá de concentrarse al usar sus experiencias y conocimientos para poder escoger la mejor decisión en base al futuro de su organización. Finalmente, esta investigación pasará a analizar el proceso de toma de decisiones y su efecto para los intereses de una organización de servicio con el objetivo de ser sostenible en el tiempo. / The Theory of behavior indicates that decision-making is the engine that gives life to the organization, where for senior management proper decision-making must be supported by reliable sources of information, since by consolidating this as a fundamental resource in This process will allow to choose and make quick and accurate decisions in organizations. This information has been obtained many times from the transfer of knowledge acquired from the different learning processes, in order to help in making the best decision, to achieve good results and for the company to be sustainable over time. In this investigation different methods were analyzed in order to demonstrate the risk in the process of taking some decision by the Top Management, since before a decision all the groups of people that make up the organization will be affected. So, many times organizations are in an uncertainty in not knowing what alternative to choose and what risk they can run. This means that Senior Management should concentrate on using their experiences and knowledge in order to choose the best decision based on the future of their organization. Finally, this research will analyse the decision-making process and its effect for the interests of a service organization with the aim of being sustainable over time. / Trabajo de Suficiencia Profesional

For those interested in studying the effects of stakeholder theory on organizational performance, the establishment of measures that represent both explicit and implicit claims on the firm’s outputs is vital. While net organizational capital (NOC) has been shown to represent the value of the firm after honouring implicit claims of stakeholder groups, practical application requires the use of surrogates such as net intangible assets (NIA). Attempts to extend research in this area by establishing additional surrogates, segment sales (SS) and research and development intensity (RD), which can be easily calculated and reflect operating characteristics of the organization being observed. Concludes that RD is a reasonable indicator of the firm’s NIA for both bond upgrade and downgrade situations, but that SS can be viewed as a surrogate for NIA during upgrade situations. Both, however, can provide great insights to the researcher and can be used to assist in classifying firms with respect to stakeholder group influence.

Employees who choose to leave employment cause significant challenges for organizations. Compounded challenges exist when employee retention strategies are not effective, affecting job satisfaction and personnel replacement costs as the organization continues to lose qualified and valuable staff. This single case study, built on a psychological contract theory framework, was focused on effective employee retention strategies to reduce voluntary turnover in a for-profit, higher education institution located in the Midwestern United States. The population consisted of 12 employees, 6 Student Success employees and 6 Student Success managers, who shared their unique perspectives. Methodological triangulation was achieved through semistructured interviews with the 12 participants, review of the institution's archival data, and examination of the institution's mission statement. The data analysis process consisted of a manual and systematic coding procedure for the 3 sources of inquiry. Three strategies emerged in the findings: relationship management, work environment, and career development. Moreover, participants agreed that the employee-employer relationship was critically important to job satisfaction and developing effective retention strategies. The study has implications for positive social change, in that higher educational institutions may apply the findings to create a more enjoyable work environment and retain happier employees, thereby promoting financial, economic, and social improvements for communities.