The quality of work performance and cooperation within the team is determined by organizational culture and the values of organization and individuals. Having different values can often lead to conflicts and may also cause decrease in team effectiveness and demotivation. The target of the thesis is to identify the influence of individual values on the team cooperation. To define the types of value orientation of particular team members I shall use the theories of Shalom Schwarz and strengths inventory methods of Ellias H. Porter. A quantitative research realized on a target group of seventy managers of international companies is a part of this thesis. The research is targeting to verify the impact of individual value preferences on employee behavior within team work for the chosen sample of managers. To reach the empirical research a combination of methods of questionnaires and standardized interviews shall be used. Key words: values, organizational behaviour, cooperation, Schwartz, Porter, portrait value survey, Motivational value system

Erfurt, Univ., Diss., 2003.

Made available in DSpace on 2010-04-20T20:51:52Z (GMT). No. of bitstreams: 3 142987.pdf.jpg: 20319 bytes, checksum: a6170efefec9faf32bfec5cba777ed61 (MD5) 142987.pdf: 940231 bytes, checksum: 6ac47c333c462c2a0104f058f30cc109 (MD5) 142987.pdf.txt: 392863 bytes, checksum: 5896921483ebfd36a625586023671abb (MD5) Previous issue date: 2005-11-24T00:00:00Z / O trabalho apresenta um estudo sobre o modelo de Análise Estrutural de Indústrias, chamado de Cinco Forças, de Michael E. Porter. É feita uma análise histórica da evolução do pensamento estratégico e da pesquisa econômica que levaram, em 1980, ao aparecimento do modelo das Cinco Forças, como base para pesquisar depois as visões de diversos pesquisadores sobre o modelo, ampliando assim a visão básica de Porter. Esta pesquisa, ao mesmo tempo que amplia o horizonte de entendimento do modelo original, aprofunda, em alguns aspectos, a fundamentação do mesmo. Como parte deste aprofundamento o trabalho estuda a Teoria dos Complementadores, tida aqui como um aperfeiçoamento do modelo básico que pode ser aplicado na Análise Estrutural das Indústrias melhorando o entendimento das forças que atuam sobre as mesmas. Como aplicação prática deste modelo, é feita uma Análise Estrutural da Indústria da Publicidade. Esta indústria está passando por uma demorada fase de transformação, com muitas agências novas, outras desaparecendo, algumas sendo compradas por novos concorrentes vindos do estrangeiro e outras se fundindo. Adicionalmente notam-se fortes tensões no relacionamento entre as agências e seus clientes nas negociações de preços e de formas de remuneração, assim como mudanças no relacionamento das agências com a mídia. A análise mostra como estão agindo as forças externas descritas pelo modelo ampliado, explicando assim as mudanças em pauta de forma sistemática, ajudando a prever algumas tendências futuras pela análise da evolução das forças. O trabalho serve de base para futuras pesquisas de estudiosos, especialmente das formas de relacionamento na indústria da publicidade, que tem sido pouco explorada pelos meios acadêmicos. Espera-se que o trabalho sirva também como base prática para uma análise estratégica, e decisões de estratégia empresarial, no ambiente das agências de publicidade, indústria esta que necessita de orientação num momento crítico de transformações. / This work presents a study on the model of Structural Analysis of Industries, also called the Five Forces framework, of Michael E. Porter. A historical analysis is made of the evolution of the strategic thinking and of the economical research that, in 1980, resulted in the emergence of Five Forces framework. This is used as a basis for a survey of the different lines of thought on the framework by different scholars, this way widening Porter’s original reach. At the same time this research improves the understanding of the original framework, and deepens, in some aspects, its fundamental assumptions. This work studies the Theory of Complements, or Complementors, as an improvement of the basic framework that can be applied to the Structural Analysis of Industries, improving the understanding of the forces that act on those. As a practical application of this model, a Structural Analysis of the Advertising Industry is made. This industry is going through a slow transformation phase, with many new advertising agencies, some others going out of business, some being bought by foreign competitors, and others merging to form bigger firms. Strong tensions are also noticed in the relationship between the agencies and their clients in price negotiations and compensation methods, as well as changes in the agencies in the relationship of the agencies with the media. The analysis reveals how the external forces are acting, as described by the enlarged framework, helps to explain the changes in a systematic way, and collaborates in the detection of some future tendencies through the analysis of the forces. This work serves as a basis for future academic research, especially on the relationship models adopted in the advertising industry, which has been a theme little explored by the academy. It is expected that this work also serves as a practical base for strategic analysis, and decisions of business strategy, in the advertising and related industries, which are in critical need of orientation in these times of transformation.

Made available in DSpace on 2014-12-17T13:53:31Z (GMT). No. of bitstreams: 1 FranciscoBFB.pdf: 345237 bytes, checksum: 427a6b1b6a914aa56aebe8231f1dc9b8 (MD5) Previous issue date: 2006-07-21 / Os shoppingcenters s?o grandes institui??es repletas de empresas quecompetem entre si formas de como melhor satisfazer as necessidade dosclientes. Sendo assim, cada empresa utiliza-se de estrat?gias com o intuito deatingir a maior parcela de compradores poss?veis sem comprometer suaexist?ncia e sua vantagem competitiva. Este estudo est? baseado na teoria dasestrat?gias competitivas gen?ricas de Porter (1980; 1985) o qual estabeleceem seu modelo que todas as empresas existentes no mercado possuam pelomenos uma das tr?s abordagens estrat?gicas (diferencia??o, lideran?a emcusto e enfoque). Desta forma, este trabalho identifica de que maneira est?distribu?da as estrat?gia competitiva nas empresas de shoppingcenters deNatal/RN. Primeiramente buscou-se levantar a rela??o das estrat?gias destasempresas com a teoria proposta por Porter (1985) e sua aloca??o de acordocom os agrupamentos resultantes da combina??o das estrat?gias. Nestemomento, foram aplicados question?rios com 89 gerentes de lojas de shoppingcenters que resultou ap?s an?lises estat?sticas em cinco agrupamentos comabordagens v?lidas. Em seguida foram selecionadas as empresas quepossu?am maior afinidade com cada agrupamento e que melhor representavamos resultados dispostos em cinco clustersacerca da teoria proposta e nestaamostragem foi aplicada entrevista com os gerentes. Os resultados obtidos com as entrevistas validaram a an?lise dos dados encontrados nosquestion?rios anteriormente aplicados estando em conformidade com aproposta teoria. Identificou-se tamb?m duas modalidades de empresas queutilizavam simultaneamente mais de uma estrat?gia competitiva (meio-termo),sendo uma dentro e outra fora do modelo proposto pelo autor. Embora omodelo das estrat?gias competitivas gen?ricas tenha sido institu?do comaspectos voltados as organiza??es industriais, os resultados obtidos nestetrabalho validaram a aplica??o desta teoria em empresas comercias deshopping centers que vem se adequando para obter resultados financeirosmais satisfat?rios e melhor posicionamento em rela??o ? concorr?ncia

[pt] Após a análise estratégica da indústria fonográfica brasileira,através da aplicação do Modelo de Porter -1980- ,verificou-se que a mesma está sendo ameaçada, no curto e longo prazo, pelos seguintes fatores: a concorrência com a pirataria crescente; a possível substituição pelo intercâmbio gratuito de MP3 via Internet; a ambigüidade estratégica de várias gravadoras; a ausência de marketing de marca, bem como do relacionamento com consumidores finais e artistas;e o absoluto desconhecimento a respeito de como os CDs são atualmente consumidos. Este conjunto de fatores indica um cenário pouco promissor para a indústria. Além disto, apesar das gravadoras procurarem se manter à frente das mudanças no seu meio, os esforços pró-ativos parecem ser realizados sem o devido planejamento, gerando ações aleatórias.Conseqüentemente,as medidas adotadas dificilmente alcançarão os resultados almejados. Sendo assim,é mister desenvolver novas abordagens que assegurem, entre outros aspectos, valor agregado à comercialização de CDs ? no curto prazo, e ao formato streaming? no longo prazo; tudo isto para que as gravadoras possam enfrentar, com eficácia, as tendências emergentes. / [en] The strategic analysis of the Brazilian phonographic industry,under the Porter Model -1980-, demonstrates that this industry is being threatened, on the short and long- terms, by the following factors: the competition with escalating piracy; the possible substitution of CDs by free MP3 exchange available on the Internet; the strategic ambiguity of many recording companies; the absence of brand marketing, as well as relationship marketing with end-users and artists; and the absolute lack of knowledge on how CDs are consumed nowadays. These combined factors depict a less-than-promising scenario for the industry. Furthermore, although recording industries demonstrate an interest in keeping ahead of environment changes, pro-active efforts appear to be made without due diligence, generating new measures at random.Consequently, it will be difficult to achieve the expected results. Hence, new approaches must be devised to, among other issues, ensure aggregated value to CD commercialization - on the short-term, and to the streaming format - on the long-term, and, thus, empower the industry to successfully pursue its role within the emerging trends.

This thesis analyzes the company Hyundai Dymos English due to the awareness of management of the production status. During the work are identified important production information to be transferred within the company. In this work is designed and implemented a system for efficient transfer of information within the company using Web portals and applications for mobile phones.

[pt] Este trabalho tem como objetivo observar a possível relação teórica entre grupos estratégicos da indústria automobilística brasileira e o desempenho das empresas pertencentes a estes grupos estratégicos. Para cumprir este objetivo, foram analisadas 30 montadoras de automóveis, identificando os grupos estratégicos formados, utilizando a tipologia de Michael Porter como base. Após a identificação das estratégias competitivas foi realizada análises sobre o desempenho dos grupos, observando como os grupos estratégicos se apresentam dentro desta indústria. Os dados foram analisados estatisticamente (Z-score, Shapiro-Wilks, análise fatorial, K-means clusters, ANOVA e MANOVA), permitindo análises mais consistentes sobre o coalinhamento estratégico das empresas da indústria em questão. Como resultados, foram encontrados cinco grupos estratégicos, com diferenças significantes entre os seus desempenhos médios para algumas variáveis dependentes, especialmente para a variável Satisfação dos clientes. Esta diferença entre o desempenho médio dos grupos estratégicos indica a importância do estudo das estratégias competitivas das empresas de determinada indústria, sugerindo possível relação teórica entre a estratégia e o desempenho. / [en] This study aims to evaluate the possible theoretical relationship between strategic groups of the Brazilian automobile industry and the performance of companies belonging to these strategic groups. To achieve this goal, were analyzed 30 car assemblers companies, identifying strategic groups, using Michael Porter s typology as a base. After the identification of competitive strategies, analysis was conducted on the performance of the groups, observing how the strategic groups present within this industry. Data were statistically analyzed (Z-score, Shapiro-Wilks, factor analysis, K-means clustering, ANOVA and MANOVA), allowing more consistent analyzes of the strategic co-alignment of industry companies concerned. As a result, five strategic groups were found, with significant differences between their average performances for some dependent variables, highlighting the Consumer Satisfaction variable. This difference between the average performances of strategic groups indicates the importance of studying the competitive strategies of the particular industry companies, suggesting a possible theoretical relationship between strategy and performance.

[pt] O mercado Pet respondeu em 2015 por um faturamento superior a 100 bilhões de dólares no mundo, sendo o Brasil responsável pelo terceiro maior valor – 18 bilhões de reais, ou um crescimento de 7,6 porcento em relação a 2014. O segmento veterinário, responsável por 8 porcento deste faturamento, teve um aumento considerável nos últimos anos, passando por um processo de profissionalização do setor. Onde antes havia pequenos consultórios familiares, hoje as clínicas e hospitais estão crescendo, se especializando e tornando-se empresas genéricas. Diante deste cenário, e frente a clientes cada vez mais exigentes e bem informados, vem aumentando o esforço dos gestores desses negócios para tornar suas empresas eficientes e lucrativas. Este trabalho visa identificar as principais forças atuantes no mercado dos estabelecimentos veterinários e avaliar as estratégias genéricas adotadas pelas empresas para terem sucesso neste cenário, de acordo com a metodologia de Michael Porter. Assim, foram entrevistados gestores de sete clínicas veterinárias localizadas no Estado do Rio de Janeiro. Os resultados mostram que os investimentos em inovação, infraestrutura e mão de obra especializada esbarram em entraves do setor, como dificuldade da legalização da mão de obra, pouco conhecimento de gestão por parte dos recém-formados e burocracia complexa, seja municipal, de vigilância sanitária ou determinada pelo Conselho Federal de Medicina Veterinária. Embora os entrevistados relatem que o setor carece de estratégia de forma geral, suas empresas tem obtido sucesso através da aplicação de uma estratégia com escopo estreito e diferenciação. / [en] The Pet market accounted in 2015 for a turnover of more than 100 billion dollars in the world, with Brazil accounting for the third largest value - 18 billion Reais, or 7.6 percent growth compared to 2014. The veterinarian segment, responsible for 8 percent of these revenues, has increased considerably in recent years, through an industry professionalization process. Where once there were small family practices, clinics and hospitals, today they are growing, specializing and becoming increasingly competitive. In this scenario, and facing customers increasingly more demanding and well informed, managers have been making efforts to transform their businesses in more efficient and profitable firms. This work aims to identify the main forces acting on veterinary establishments market and evaluate the competitive strategies adopted by these companies to be successful in this scenario, according to the methodology of Michael Porter. Therefore seven managers of veterinary clinics in the state of Rio de Janeiro were interviewed. The results show that investments in innovation, infrastructure and skilled labor stumbles in industry barriers such as the difficulty of labor legalization, scarce management skills by the newly formed and complex bureaucracy, whether municipal, health surveillance or determined by the Federal Council of Veterinary Medicine. Although respondents report that the sector lacks a general strategy, there businesses have been successful by applying a strategy with narrow scope and differentiation.

Digital technology has made a significant impact on various markets in recent years, and the energy industry is no exception. Therefore, it is crucial for companies in the industry to stay at the forefront of development and innovation in digitalization to remain competitive as the digital change unfolds. The purpose of this study is to investigate how large companies in the energy industry can design a marketing plan based on internal and external factors to streamline their marketing.   The study has achieved its purpose by designing a marketing plan for the case company Omexom for their new digitalization services. Additionally, the study has explored how a major company in the energy industry can leverage Porter's Five Forces to develop marketing strategies for the new digitalization services. The study was conducted through interviews with selected employees of the company and one of the suppliers, as well as through a literature review of chosen theories. Porter's Five Forces is a method to assess a company's competitiveness in the market and to analyze the underlying structure of the industry and its external forces. The study found that large companies in the energy sector can use Porter's Five Forces to gain a clearer understanding of the current market dynamics, identify new entrants, assess the threat of substitutes, and evaluate the bargaining power of suppliers and customers. The results indicated that examining existing competitors clarified how the company differentiates itself from them, thus enabling the formulation of a marketing plan accordingly. Understanding the bargaining power of customers was also found to be crucial in designing a marketing plan tailored to the segments and target consumers identified for the digitalization services. Based on the examination of Porter's Five Forces, a marketing plan has been developed for the company's new digitalization services. This plan outlines strategies to capitalize on strengths, address weaknesses, and seize opportunities in the market while mitigating potential threats. The study underscores the importance of strategic planning and leveraging market analysis tools in navigating the evolving landscape of the energy industry amidst digital transformation. / Den digitala tekniken har under de senaste åren gjort genomslag på många olika marknader. Likaså står energibranschen inför en digital förändring. Det är därför av stor vikt att företag inom branschen ligger i framkant med utveckling och innovationer inom digitalisering för att stanna kvar på marknaden när förändringen sker. Syftet med studien är att undersöka hur stora företag inom energibranschen kan utforma en marknadsplan utifrån interna och externa faktorer för att effektivisera sin marknadsföring.  Studien har uppfyllt sitt syfte då en marknadsplan har utformats åt fallföretaget Omexom för deras nya digitaliseringstjänster. Utöver det har studien även undersökt hur ett stort företag inom energibranschen kan använda sig av Porters fem krafter för att utveckla marknadsstrategier för de nya digitaliseringstjänsterna. Undersökningen har skett via intervjuer med utvalda anställda på Omexom och leverantören samt genom en litteraturstudie inom valda teorier. Porters fem krafter är en metod för att ta reda på hur konkurrenskraftig ett företag är på marknaden samt för att analysera branschens underliggande struktur och vad som formar industrins konkurrens. Studien påträffade att stora företag inom energibranschen kan använda Porters fem krafter för att få en tydligare bild av den aktuella marknaden och nya aktörer som kan ta sig in på marknaden, vilka konkurrenter och substitutprodukter som finns samt leverantörers och kunders förhandlingsstyrka. Resultatet visade att undersökningen över de befintliga konkurrenterna klargjorde hur Omexom differentierar sig från dessa och därmed kan skapa en marknadsföringsplan utefter det. Vikten av att Omexom är medveten om kundernas förhandlingsstyrka visade sig också vara stor för att kunna utforma en marknadsföringsplan som passar de segment och målkonsumenter som tagits fram för digitaliseringstjänsterna. Utifrån undersökningen av Porters fem krafter har en marknadsplan tagits fram till Omexom för deras nya digitaliseringstjänster. Marknadsplanen nämner strategier för att dra nytta av styrkor, ta itu med svagheter, ta vara på möjligheter på marknaden samtidigt som potentiella hot elimineras. Studien nämner vikten av strategisk planering och utnyttjande av marknadsanalysverktyg för att navigera i energibranschens föränderliga landskap mitt i den digitala transformationen.

L’environnement économique des entreprises devient de plus en plus instable (mondialisation, volatilité de la demande, renouvellement rapide des produits, arrivée de nouveaux acteurs…). Penser les relations inter-organisationnelles fait généralement référence à des rapports concurrentiels et conflictuels. L’environnement dans lequel les entreprises évoluent constitue un ensemble de contraintes pour lesquelles elles devront apporter des solutions afin de pouvoir survivre. Au-delà des comportements concurrentiels les acteurs d’un même secteur d’activité reconnaissent cependant l’importance de la coopération souvent nécessaire à leur survie. Ces relations évoluent donc au même niveau que les relations concurrentielles. L’interdépendance entre les entreprises est désormais inévitable. Dans ces conditions, nous pouvons nous demander quelles sont les stratégies appropriées pour faire face à un environnement instable ? Les entreprises ont-elles intérêt à coopérer pour faire face aux instabilités de leur marché, voire les supprimer grâce à des actions concertées ?En prenant le cas du secteur du prêt-à-porter, notre recherche souhaite montrer que les relations inter-organisationnelles sont beaucoup plus complexes et ne se limitent pas qu’à du conflit pur ou de la coopération. Ainsi, les stratégies collectives ne s’inscrivent pas seulement dans une démarche globale, la coopération s’exerçant à tous les niveaux de la filière, mais peut se limiter à quelques processus organisationnels. L’étude de la filière nous montre qu’il existe une situation de coopétition : des stratégies à la fois individuelles et collectives existent au sein d’un même secteur. Autrement dit, la compétition et la coopération sont des modèles relationnels qui coexistent, parfois même à des niveaux différents que ceux observés dans d’autres secteurs. La thèse met notamment en avant le rôle tenu par des acteurs tiers, tels que les syndicats et bureaux de style, pouvant être perçus comme des chefs d’orchestre, dans la mise en place d’actions collectives en environnement fortement concurrentiel. / The economic environment of enterprises becomes more and more unstable (globalization, volatility of the demand, rapid product renewal, new actors...). Think of the enterprises relationship made generally reference to competitive and conflicting reports. The environment in which enterprises evolve constitutes a set of constraints for which they will have to bring solutions to be able to survive. Beyond competitive behavior enterprises of the same sector recognize however the importance of the cooperation often necessary for their survival. These relations evolve in the same level as the competitive relations. The interdependence between companies is henceforth inevitable. Under these conditions, which strategies are appropriate for face an unstable environment? Are enterprises interested in cooperating in order to cope with market instability?Taking the case of the ready-to-wear sector, our research shows that relationships between enterprises are more complex and can’t be reduce to conflict or cooperation. Thus, collective strategies don’t make part of a global approach in a given sector, with cooperation at every level of the industry, but can be limited to just a few organisational processes. A study of the industry shows the existence of a coopetition situation: both individual and collective strategies that exist within a single industry. In other words, competition and cooperation are relationship models that coexist, sometimes at levels that differ from those observed in other sectors. The thesis highlights in particular the role played by third party stakeholders such as syndicates and style agencies, which may be viewed as orchestrators of the implementation of collective action in a highly competitive environment