Cross-cultural analysis, Entrepreneurs, International, Cultural and social values,

This work investigates the antecedents and consequences of dynamic capabilities using data from Portuguese and Brazilian firms. Specifically the influence of entrepreneurship as an opportunity sensing base, the effect on human resources (HR) capability to reach those opportunities, and finally knowledge management (KM) consequences on firm performance.Using a two-country questionnaire, four organizational capabilities are examined, and the link to value creation is established: entrepreneurship capabilities, knowledge management, human resources management capabilities and strategic decision flexibility. The main objective of this research is the operationalization of a stream of thought on dynamic capabilities.To analyze our model, we have chosen to apply a path analytic technique. This multivariate analysis methodology is regularly used for empirically examining sets of relationships represented in the form of linear causal models, and allows the direct, indirect and total effects. We present the operationalization of an aggregate construct in this field thus contributing to develop empirical research of dynamic capabilities. Measures were adapted to reflect dynamic decision making.The results show that dynamic capabilities are a complex set of capacities conjugated in sensing, seizing, and reconfiguring processes. Managerial implications for these two countries are discussed.

In a historical retrospective, and although the literature entitles the management consultancy industry as an extraordinary industry and a unique phenomenon in the business context, these statements are not accompanied by a number of academic studies that highlight the importance of the effective work of management consultants. To battle the lack of studies in this emerging field, this article aims to build a determinant model that helps to understand this specific sector. The results of empirical analysis in the form of semi-structured interviews and questionnaires given to management consultants and managers of SMEs in Portugal, show that the activity of strategic consultants, mediated by strategic practices, bring in fact to the research of the 2 strategy-as-practice a new direction in strategic thinking. It shows that consultant sector could be viewed as a key factor in the development of knowledge between different sectors in organizations, a Knowledge Intensive Activity, a specialist sector having consultants with the title of specialists and, consultants that could be considered as practical strategists.

No abstract

In a historical retrospective, and although the literature entitles the management consultancy industry as an extraordinary industry and a unique phenomenon in the business context, these statements are not accompanied by a number of academic studies that highlight the importance of the effective work of management consultants. To battle the lack of studies in this emerging field, this article aims to build a determinant model that helps to understand this specific sector. The results of empirical analysis in the form of semi-structured interviews and questionnaires given to management consultants and managers of SMEs in Portugal, show that the activity of strategic consultants, mediated by strategic practices, bring in fact to the research of the 2 strategy-as-practice a new direction in strategic thinking. It shows that consultant sector could be viewed as a key factor in the development of knowledge between different sectors in organizations, a Knowledge Intensive Activity, a specialist sector having consultants with the title of specialists and, consultants that could be considered as practical strategists.

No abstract