Considering that principal-principal conflicts in companies under mixed public-private ownership are substantially different from the typical agency conflict model, this paper's objective is to analyze principal-principal conflicts in mixed ownership companies in the Brazilian electric power industry. In order to expand understanding of the phenomenon which we are studying, we have integrated the assumptions that underlie agency theory and institutional theory, using a qualitative approach and collecting data during semi structured interviews with companies' board members. Data was analyzed and interpreted as per Bardin (2006), with the aid of ATLAS®ti software. Our main findings suggest that while a government stake in a firm's ownership structure can provide a useful channel for the government to seek support and resources, in counterpoint, it can also create distortions and uncertainties, and exacerbate principal-principal conflicts. The development of stronger institutions and corporate governance could bring about useful options for providing checks and balances and, in the final analysis, mitigate principal-principal conflict. The article contributes to the literature by providing additional elements that are not available in public reports. Analysis of the conflict between principal and principal, together with theoretical integration, seek to broaden the understanding of this theme.
As organizações que desenvolvem projetos sociais vêm demonstrando crescente interesse pela profissionalização e aprimoramento da gestão, freqüentemente por meio de instrumentos e metodologias adequadas e construídas para a sua realidade. Nesse contexto, o presente artigo analisa a inserção de técnicas de gestão de projetos sociais aplicada a um Sistema de Informação Gerencial (SIG), apresentando funcionalidades já existentes e utilizadas e analisando-as, bem como propondo aprimoramentos, à luz das teorias estudadas (
Micro, small and medium enterprises (MSME) are designed to operate in networks, cooperatively, in order to obtain benefits that would not occur through the alone action, and encourage the development of local productive arrangements (LPA). Emerge the need for synergy between the actors, operationalized by the mechanisms of integration, which must be managed for efficiency. These characteristics of cooperation and interaction impact the achievement of the objectives and strategies, and administrative functions and plans. Therein appear one of the challenges of present time: how to implement the strategies, plans, and how to make the strategy works? Governance emerges, then, as a medium to achieve the objectives and, so, talk about it in the LPA extends the focus on developing management methods to maintain the idiosyncrasies, to the same extent as they contribute to the effectiveness and improvement in performance.
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