A sincronização da tomada de decisão estratégica com o planejamento estratégico formal

Bataglia, Walter; Yu, Abraham Sin Oih

doi:10.1590/s1678-69712008000500005

Cited by 7 publications

(3 citation statements)

References 39 publications

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“…It is in the EP that we discuss how to properly employ resources (physical, financial, human) focusing on the objectives previously established in the project. The main objective of the EP is to give managers and their teams a tool capable of supplying them with information that leads them to more appropriate decision-making, thus helping each manager to act proactively and, in advance, to the changes that may occur (BATAGLIA & ABRAHAM, 2008). As this tool andnvolve project the future, know where one wants to get and what the best actions and paths to be taken to achieve the desired goal, the EP also prevents possible mishaps that may appear along the way.…”

Section: Strategic Management and Planningmentioning

confidence: 99%

Strategic Management Plan for the 3D Museum Extension Project. A current paradigma

Silva¹

2023

Methodology Focused on the Area of Interdisciplinarity- V1

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The development of strategic planning for an academic extension project is a promising approach from a project management (PM) perspective. Project-oriented management presents a set of essential practices to lead the work of a team, and lead the project to achieve all the proposed goals and meet requirements, through efficient and effective planning to this end, the similarity to businesses. This article shows that it is possible to treat a university extension project as an enterprise, using the best management practices and tools, such as the SWOT matrix among others so that they contribute to specific strategic planning that meets the goals of an extension project.

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Section: Strategic Management and Planningmentioning

confidence: 99%

Strategic Management Plan for the 3D Museum Extension Project. A current paradigma

Silva¹

2023

Methodology Focused on the Area of Interdisciplinarity- V1

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“…The first is selective environment, characterized by the demands of the competition. The second is the adaptation of firms, focusing on strategic decision making (Bataglia & Yu, 2008), which is responsible for generation and selection of alternative changes (variations) in the routines and organizational capabilities towards a better alignment to the selective environmental system. Thus, firms seek to increase their ability to survive and efficiency in achieving its goals.…”

Section: Organizational Competencesmentioning

confidence: 99%

Transaction Costs and Organizational Competences: Explaining the Governance Structure for Manufacturing Stage

Nogueira

Bataglia

2012

Journal of Technology Management & Innovation

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This article deals with the influence of transaction costs and organizational competences on the choice of governance structure for manufacturing stage in a productive system. The objective is to develop a conceptual model that explains the choice of supplier for manufacturing through transaction costs and organizational competences. Following earlier studies, the model proposes competences of the product´s owner influence the vertical scope in a relation moderated by transaction costs. The constructs in the model are: "governance structure", the dependent variable categorized as internal or external supplier, "transaction costs", measured by asset specificity of the product and bargain power of the firm in the manufacturing stage, and "competences on operations", measured by experience and diversification of the firm. The study presents some methodological implications for applying the model in Brazilian pharmaceutical industry, through searching for secondary data on drugs and firms in a public database of the federal regulatory agency.

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“…We assumed that the "make or buy" strategic decision (Bataglia & Yu, 2008) in manufacturing corresponds to the choice between vertical integration and a strategic alliance for outsourcing. We can measure this by the presence of vertical integration at each stage of production, or by an index measuring the proportion of vertical integration at all stages, following Hoetker (2005) and Nakamura and Odagiri (2005).…”

Section: Introductionmentioning

confidence: 99%

How diversification affects vertical integration through experience in pharmaceuticals

Nogueira

Bataglia

2018

Journal of Technology Management & Innovation

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The objective of this study is to analyze the choice between internal and external supplier at the manufacturing stage in the Brazilian pharmaceutical industry. We developed a structural equation model with hypotheses on experience, diversification, asset specificity, and vertical integration. We collected data for 1566 drugs registry, including its pharmaceutical form, therapeutic class and operation time of the firm and group. We found that the higher the experience, the lower the vertical integration in the manufacturing stage and a clear mediating effect of experience on the relationship between diversification and vertical integration. As firms advance in experience and the spread of the capabilities throughout the industry, agents concentrate activities on the relevant stages in value creation and strategically outsource the manufacturing. As the firm increases the diversification in the product portfolio, the experience favours the building of capabilities to manage the production lines and strategies for outsourcing. This result suggests a low risk for strategic alliances at the manufacturing stage.

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A sincronização da tomada de decisão estratégica com o planejamento estratégico formal

Cited by 7 publications

References 39 publications

Strategic Management Plan for the 3D Museum Extension Project. A current paradigma

Strategic Management Plan for the 3D Museum Extension Project. A current paradigma

Transaction Costs and Organizational Competences: Explaining the Governance Structure for Manufacturing Stage

How diversification affects vertical integration through experience in pharmaceuticals

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