Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it? The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time. In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice. Product design strategy will play a key role in order to attain the overall alignment.

Made available in DSpace on 2016-12-01T19:18:39Z (GMT). No. of bitstreams: 1 120601.pdf: 802909 bytes, checksum: 00de40ed136b87e5b1d8219db2d0215d (MD5) Previous issue date: 2014-10-23 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The Brazilian health sector is going through a serious institutional crisis, culminated by the freezing of price lists and over-charging for quality and standardization, encouraged by bodies such as the National Health Surveillance Agency (ANVISA). The power of influence of big business, corporations and associations also influence and dictate some rules of the health market. It is in this turbulent and complex scenario that are the clinical laboratories, which are help providers supporting the medical diagnosis. Thus, the research aims to establish proposal of facilitating factors and limiting the external and internal environments for the formulation of strategies in laboratories of Clinical Analyses (LAC). The survey was conducted with managers of 79 clinical laboratories in the state of Santa Catarina, between the months of March to June 2014. The data collection techniques used are document analysis, the literature review and the questionnaire complemented by the experience and expertise of researcher. The process of collecting primary data (empirical research) was carried out in three stages: a) pre-test; b) implementation of the questionnaire during the event Reúne; c) contact with managers of the laboratories by telephone and by email, to complement the data collection process. The data collected with the questionnaires are treated quantitatively and qualitatively interpreted, in order to identify, as perceived by the respondents of LAC officers, facilitators and restrictive factors of the external environment and strategic and functional internally to the formulation of strategies in Laboratories of Clinical Analyses. Graphs and tables are made to show the results and facilitate the description and interpretation. Most surveyed laboratories are small and with little bargaining power vis-avis the customers, competitors and suppliers. Still, it is identified in the research that managers have little data regarding management topics such as strategic planning, cost management and indicators. From the research findings, it can be seen that the factors of the external environment can facilitate how to limit the formulation of strategies in LAC. Still, one can see that the power of choice of managers is restricted to the behavior of the conditioning of the external environment and resources, capabilities and internal competencies of clinical laboratories. In this reasoning, the strategy in LAC is presented both as a reflection of market constraints (determinism) as the power of choice of managers (voluntarism). In this situation, the ability to innovate is one of the factors that facilitate the formulation of strategies in clinical laboratories, in order to expand the lab competitiveness levels and exceed customer expectations. / O setor de saúde brasileiro passa por uma grave crise institucional, culminada pelo congelamento das tabelas de preços e excesso de cobrança por qualidade e padronização, incentivadas por órgãos como a Agência Nacional de Vigilância Sanitária (ANVISA). O poder de influência das grandes empresas, corporações e associações também influenciam e ditam algumas regras do mercado de saúde. É neste cenário turbulento e complexo que encontram-se os laboratórios de análises clínicas, prestadores de serviço de apoio ao diagnóstico médico. Assim, a pesquisa tem por objetivo estabelecer proposta de fatores facilitadores e restritivos dos ambientes externo e interno para a formulação de estratégias em Laboratórios de Análises Clinicas (LAC). A pesquisa foi realizada com gestores de 79 laboratórios clínicos do Estado de Santa Catarina, entre os meses de março a junho de 2014. As técnicas de coleta de dados utilizadas são a análise documental, a pesquisa bibliográfica e o questionário complementado pela vivência e experiência do pesquisador. O processo de coleta de dados primários (pesquisa empírica) foi realizado em três fases: a) pré-teste; b) aplicação do questionário no evento do Reúne; e c) contato com os gestores de laboratórios por via telefônica e por e-mail, para complementar o processo de coleta de dados. Os dados coletados, com a aplicação dos questionários, são tratados quantitativamente e interpretados qualitativamente, visando à identificação, segundo a percepção dos gestores pesquisados de LAC, dos fatores facilitadores e restritivos dos ambientes externo e em nível interno estratégico e funcional para a formulação de estratégias em Laboratórios de Análises Clinicas. Gráficos e quadros são elaborados para ilustrar os resultados alcançados e facilitar a descrição e a interpretação. A maioria dos laboratórios pesquisados são de pequeno porte e com pouco poder de barganha frente aos clientes, concorrentes e fornecedores. Ainda, é identificado na pesquisa que os gestores possuem carência de informações sobre temas de gestão como planejamento estratégico, gestão de custos e indicadores. A partir dos achados da pesquisa, percebe-se que os fatores do ambiente externo podem facilitar como limitar a formulação de estratégias em LAC. Ainda, percebe-se que o poder de escolha dos gestores está restrito ao comportamento dos condicionantes do ambiente externo e dos recursos, capacidades e competências internas dos laboratórios de análises clínicas. Neste raciocínio, a estratégia em LAC se apresenta tanto como reflexo das imposições de mercado (determinismo) como do poder de escolha dos gestores (voluntarismo). Diante desta situação, a habilidade para inovar representa um dos fatores facilitadores para a formulação de estratégias, em laboratórios de análises clínicas, a fim de ampliar os níveis de competitividade do laboratório e superar as expectativas dos clientes.

Made available in DSpace on 2014-12-17T13:53:37Z (GMT). No. of bitstreams: 1 PauloGS_DISSERT.pdf: 1609622 bytes, checksum: b4c91696abc17e1b9713ab65e73a380a (MD5) Previous issue date: 2013-12-20 / Os estudos sobre estrat?gia t?m se difundido h? muitos anos e seu processo de formula??o tamb?m est? inserido no cotidiano dos gestores. O objetivo do presente trabalho ? constatar se h? rela??o entre o pensamento, formula??o e mudan?a estrat?gica e o n?vel acad?mico, hier?rquico e tempo no cargo dos decisores da CAERN. A abordagem te?rica ? realizada com os seguintes pontos: estrat?gia, Decis?o e lideran?a organizacional e o processo de forma??o da estrat?gia (Pensamento estrat?gico; Formula??o da estrat?gia; Mudan?a estrat?gica). O estudo ? de car?ter explorat?rio descritivo. Para a tabula??o e an?lise dos dados, utilizou-se um programa estat?stico em que foi adotada a t?cnica de an?lise fatorial, e verificou-se a confiabilidade da escala de Likert utilizada no question?rio atrav?s do teste Alfa de Cronbach e an?lise de Spearman a fim de constatar a correla??o das vari?veis e proporcionar uma abordagem quantitativa ? pesquisa. Todos os respondentes da pesquisa s?o tomadores de decis?o cujos n?veis hier?rquicos que obtiveram representatividade na amostra foram coordenadores, gerentes e chefes de se??o. A partir das an?lises dos resultados do estudo, constatou-se que, das hip?teses levantadas, apenas uma se mostrou coerente com a realidade dos profissionais respons?veis pela estrat?gia organizacional da empresa: H? correla??o entre a formula??o estrat?gica e o n?vel acad?mico dos decisores (no constructo de formula??o deliberada). Notouse tamb?m que o n?vel de forma??o acad?mica (n?vel superior) ? importante e influencia diretamente no processo da formula??o estrat?gica. Conclui-se que na organiza??o em estudo o conhecimento dos gestores interfere na formula??o estrat?gica

Thesis (MTech (Marketing))--Cape Peninsula University of Technology, 2008 / The opening ceremony of the 29th Olympic Games displayed a historical tapestry of Chinese culture to the world. At the same time, the 2008 Games presented new opportunities for Chinese people to experience aspects of the outside world, which may have previously been closed to them. Aquatic sport is one such example, especially recreational sailing and yachting, which are novel concepts within Chinese society. Given China’s rapid economic growth, this burgeoning market has potential for South African exporters, including the recreational marine sector. However, South African manufacturers have not promoted their products, many of which are of a high standard, in this market. Are there barriers, which may prevent successful exports of marine products to China? Would a deeper understanding of China’s unique business culture assist the local boatbuilding industry to successfully present their products in China? The purpose of this study is to assist South African boat builders to expand their business operations in China by developing guidelines for marketing strategy formulation. The entire research study shows that there are indeed opportunities to market boats in China, while the market is mainly located in coastal cities. The research reviewed South African trade with China, successful entry of South African companies into the Chinese market, and shows that potential does exist for penetration of the Chinese market by South African marine industries. Based on a further review of the internal marketing environment in China, it is established that a unique feature of Chinese business culture, termed Guanxi, might be a major barrier for penetration of the Chinese boat market by the South African marine industry.

The thesis solves a new proposal strategy of the company KOSYKA, Ltd.. The theoretical part specifies options strategy and its types. The practical part of the thesis analyzes the current condition of the company and the resulting proposal for a new strategy.

Purpose – The purpose of this study was twofold. First, we wanted to increase knowledge about what is important to address within an organization, when formulating and implementing a corporate sustainability strategy. Second, we wanted to explore how the level of achievement of corporate sustainability influences the ability of an organization to integrate sustainability within its own organization. Method – We used an abductive approach within this study. In total, we conducted 20 interviews which we analysed through a thematic analysis. We also conducted two surveys. Findings - We have found six crucial aspects that will affect the formulation and implementation of a corporate sustainability strategy; conceptual confusion, motivation, action, cooperation, guidelines, and communication. We have also found that all dimensions of sustainability need to be understood and incorporated into the organization, in order for a corporate sustainability strategy to have impact. Theoretical and practical contributions - We have contributed to previous literature by connecting the five stages of achieving corporate sustainability with obstacles and solutions within the phases of strategy formulation and implementation. Further, we have provided a framework that can be useful to organizations when trying to achieve corporate sustainability. Limitation of the study - We have only analysed four out of almost 60 savings banks in Sweden, and the ones part of this study is also part of a sustainability project. It is therefore of essence that another more expansive study is performed that integrates more savings banks.

Literature indicates that strategic planning is an effective method for serving as a basis for technology planning. Strategic planning calls for the description of resources needed to support the goals and objectives of the plan. From these descriptions, technology planners may develop a technology plan. This study sought to determine, in Tennessee Board of Regents (TBR) institutions, the extent to which strategic planning served as a guide for technology planning. In a quantitative survey administered online to 150 invited participants, 92 or 61% responded. Results indicated that TBR schools valued the strategic plan as a method of communicating technology needs. Demographic data collected indicated that there were little to no differences among respondents from two or four year schools or between or among respondents holding different job titles with regard to the value of the strategic plan as a technology planning guide. The study invited open-ended comments for each closed-ended question asked. The questions and comments led to the following conclusions. The budget drives the planning process. Plans are made and priorities set. At budget time, money for technology may be cut, but very little change in goals takes place.The planning process or results of the planning process do not permeate to every level in institutions.Chief information officers know more about strategic planning than chief academic officers or deans/directors/coordinators know about the technology planning process.

Within the last decade research on climate change strategies and adaptive capacity emerged as the debate about climate change was intensified with the publishing of the Third Assessment Report by the Intergovernmental Panel on Climate Change in 2001. That companies are facing risks and opportunities is not new and the awareness to address these issues is growing. However, there is still need for research in the field of corporate strategic response to climate change. Recently, research focused on resilience management to address climate change. Resilience management is about being able to experience changes and remain stable getting back into the same situation before the change happen. On the contrary to resilience management adaptive capacity is about the ability to be able to adapt to uncertain and unexpected events on the long term. This includes long-term changes. This work argues that companies should think about their adaptive capacity as climate change induces short and long-term changes. Adding this dimension to the strategic planning companies need to think of how they can improve their adaptive capacity. This work investigates research in both issues adaptive capacity and climate change research and in their relation. Applying a systematic literature review this study conducted 60 references which are examined by a qualitative-quantitative analysis and answers the following questions: What is the current scientific view of adaptive capacity within strategic management literature? What are determinants of adaptive capacity? How can adaptive capacity be linked to climate change strategy and is it even antecedent to climate change strategies? The findings of this research indicate that adaptive capacity and climate change strategies exhibit a link but it cannot be proved whether adaptive capacity is antecedent. Furthermore, the term adaptive capacity is merely discussed within strategic management literature and if it is discussed and examined, several concepts and theories are applied to explain determinants of adaptive capacity. Several concepts such as dynamic capabilities, organizational learning capability, organizational learning, organizational change capacity, flexibility and more could be identified as concepts enhancing adaptive capacity. This works provides an overview of related concepts and theories.

Aim: The aim of this study is to understand what strategies are used over time by a company facing a transgressional CSR crisis, in order to regain legitimacy, and towards which stakeholder group these strategies are directed. Methods: In order to achieve our aim, Qualitative case study based on secondary data published by Volkswagen as well as news articles were used to identify what strategies the company used over time. Results: To be able to answer our aim, different theoretical lenses were used; SCCT response strategies, legitimization strategies, strategy formulation process and stakeholder theory. Therefore, four main different strategies were identified, minimize attribution, blind adaptation to strategy 2025, US differentiation and internal moral reasoning. The former two were addressed to all stakeholders while the latter two were concerned with specific stakeholder groups. Conclusions: Strategy formulation process during a transgressional CSR crisis is a complex procedure and literature on crisis management should move away from static frameworks towards a more dynamic understanding of how strategies can come to life. Coupled with the complexity of societal expectations in general, a company might have to adopt the paradoxical approach even for one stakeholder. Lastly, an addition to Situational Crisis Communication Theory is proposed.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-08-23T12:33:14Z No. of bitstreams: 1 Lucianne Ramalho do Canto_.pdf: 4128139 bytes, checksum: 331ce28f478404cd8cc2656513be7e7f (MD5) / Made available in DSpace on 2016-08-23T12:33:15Z (GMT). No. of bitstreams: 1 Lucianne Ramalho do Canto_.pdf: 4128139 bytes, checksum: 331ce28f478404cd8cc2656513be7e7f (MD5) Previous issue date: 2016-06-28 / UNISINOS - Universidade do Vale do Rio dos Sinos / O presente trabalho apresenta um estudo a respeito da intensidade de participação do Conselho de Administração na formulação estratégica das grandes empresas brasileiras. O mesmo se justifica, principalmente, por ainda haver muita pluralidade e ausência de conclusão em relação a qual o nível ideal de participação do conselho com a estratégia da organização. Além disso, as atuais crises financeiras e empresariais colocam os conselhos como atores da discussão sobre a responsabilidade com a governança da empresa. Para analisar a intensidade de participação dos conselhos na formulação estratégica, se buscou entender o contexto em que as empresas estão inseridas; as características do órgão que favorecem ou dificultam o envolvimento ativo na formulação da estratégia; e as atividades desempenhadas pelos mesmos na formulação estratégica. Esses objetivos foram cumpridos através da vertente qualitativa de pesquisa, que se utilizou de três diferentes formas de coleta de dados: (1) pesquisa documental, principalmente em atas e documentos do conselho; (2) entrevistas em profundidade com presidentes de conselho, conselheiros e expert do IBGC; e (3) observações em reuniões do conselho de administração das organizações participantes. Como campo de pesquisa foram utilizadas as grandes empresas brasileiras, pertencentes aos níveis 2 e novo mercado. Com o estudo, foi possível observar que as empresas cumprem diferentes intensidades de participação na condução da formulação estratégica. Foram analisados alguns aspectos que podem impactar nessa posição como: composição acionária, estrutura de poder, composição do conselho e práticas realizadas pelo mesmo. Por fim, foi definido o perfil de cada empresa estudada em relação ao seu tipo de “strategising”, relacionando com as evidências encontradas ao estudar a estrutura e características de cada conselho. Foi possível constatar, que os conselhos, em geral, apresentam um alto nível de envolvimento com a estratégia das organizações – mas cada uma com as suas lacunas no que diz respeito à condução do processo de formulação estratégica. / The current essay presents a study about the board of director’s intensity of participation in the strategy formulation of the large Brazilian companies. This study can be justified mainly by the fact that still remains many points of views and a lack of conclusion regarding the ideal involvement level of the board concerning the company’s strategy. In addition, the current financial and corporate crisis leverages the boards as protagonists of the discussion about the responsibility with the company governance. To analyze the participation intensity of the board on the strategy formulation, it was sought to understand the context in which the companies operates, the board of director’s characteristics which reflects positively or create difficulties to its active involvement and how the board engages to the strategy formulation in practical terms. Those objectives were reached through a qualitative research, which has used three different data collection ways: (1) documentary research, mostly in the board of directors minute books and its documents; (2) in-depth interviews with chairmen of the board, advisers and IBGC expert; and (3) observations of board of director meetings. As the research field were considered some of the biggest Brazilian companies, belonging to the levels 2 or “new market”, according to the BM&FBOVESPA definition. Along the study, it was possible to observe that the companies comply with different intensity levels on participating or conducting the strategic formulation. Were analyzed some aspects that could impact on this position, such as shareholding structure, power structure, the composition of the board and their practices. Finally, it was defined the profile of every studied company according to its “strategizing” style, relating to the founded evidences while studying their board of directors structure and characteristics. It was found that the board of directors, generally, shows a high level of involvement with the companies strategies – however each one with their gaps regarding the strategic formulation leading process.