Strategizing. Strategy as a practice. Micro-level and understanding of strategist practices. Organizational learning. Socio-cognitive theory. Creativity in strategy. Approach of institutional theories in organizations. Structuralist theories within the strategic focus. Critical theories for understanding strategy. Strategic implementation, changes, adaptation, and coordination. Adaptation and learning in uncertain and ambiguous environments. Internal and external ambiguities of organizations. Individual, relational, and collective cognition in organizational contexts. Managerial and organizational cognition and behavior. Social, anthropological, cognitivist, cultural, behavioral, and historical contextualizations and constructions for understanding strategy.

Collective strategies and coopetition. Networks and their inter-organizational relationships. Territorial, industrial, and commercial agglomerations. Governance mechanisms and structures. Structural analysis of networks. Social capital of a network: trust; relational contracts. Collaborative innovation, co-creation of value, crowdsourcing, and digital social networks for strategy. Competitive interaction. Knowledge spillovers. Reciprocity. Typologies and concepts of horizontal and vertical networks. Diffusion of strategies in a network. Strategic behavior in inter- and intra-organizational networks. Entrepreneurial networks. Cooperation strategies and ecosystems.

Relationship between institutions and organizations. Formulation and implementation of public policies, organizational and sectoral design, relationships between firms (private or public sector companies or PPPs), theory of the firm (e.g. transaction cost, RBV), performance (creation and appropriation of value), political and non-market strategies, collective actions, and polycentric governance.

Resource-Based View, Knowledge-Based View. Dimensions and internal factors in organizations that stimulate business performance. Interaction between firms from a resources perspective. Determinant internal factors for creating and sustaining competitive advantage. Firms and their interactions with products and market factors over time. Dimensions and factors outside organizations that stimulate business performance. Interaction between firms from an industrial organization perspective. Value-Price-Cost. The Porter paradigm. Determinant external factors for creating and sustaining competitive advantage.

Generic strategic positioning strategies. Decisions, actions, and results associated with an organization’s business portfolio. Relationship between corporate and functional strategies (fitness). Horizontal and vertical scope of the firm. Firm growth. Vertical innovation. Diversification strategies and portfolio management. Resource allocation decisions. Mergers and acquisitions. Business groups. Stakeholder theory. The multiple firm stakeholders perspective. Stakeholder capitalism. Salience theory. Justice in the relationships between stakeholders. Value creation from a stakeholders perspective.

Theoretical and methodological approaches of micro, small, and medium enterprises. SME activities and models. Formal strategic planning and its utility to SMEs. Strategy learning in SMEs. Competitive advantage in SMEs. Strategy and the role of SMEs in the economy. Activities of SMEs in the Brazilian business environment. Strategies of SMEs with a focus on patents. Culture, support, and economic resources for creating SMEs. Strategic management carried out by management teams in SMEs. Small and medium enterprises within the Brazilian context. Other topics correlated with strategy, management, and performance for small and medium enterprises.

Internationalization processes and theories. Internationalized company management models. International networks and internationalization of clusters. Standardization versus adaptation of supply for markets abroad. Intervening factors of the country in internationalization strategy; public policies related to internationalization. Globalization and regionalization. Institutional environment of the host country. The impact on the development of international firms and on their evolution strategies of cultural, social, economic, technological, environmental, and political forces, in the international and regional environment. Modeling of international performance. International entrepreneurship. Internationalization processes of Brazilian and emerging market companies. Typologies of Brazilian multinational companies. Born globals.

Ouça a descrição do tema:

Role of agents of corporate governance (shareholders, institutional investors, board members, and executives). Corporate governance structures (board of directors, committees for monitoring the board, management, and auditing and control bodies). Internal and external mechanisms of corporate governance. Participation of corporate governance agents and strategic decision making. Corporate governance and sustainability from an environmental, social, and governance (ESG) perspective. Corporate governance in different organizations (family businesses, closed-capital businesses, cooperatives, third sector organizations, among others).

This topic focuses on researching how strategies are formed, implemented, and reconfigured at multiple levels (functional, group, company, corporate, and network). Questions of interest: How do organizations develop strategies to achieve their objectives and competitive advantage? How do technological advances define and redefine strategic processes and routines? Which competences, capacities, and resources do executives and middle managers need to implement strategic processes? How are Strategic Planning, Balanced Scorecards, Strategic Maps, and Strategic Management Systems implemented? What is the role of consultancies in formulating strategies and implementing strategic processes and routines? What is the role of intra-organizational and inter-organizational relationships in implementing processes and routines? Limited rationality, power, and politics in decision making and in the formulation of deliberate and emerging strategies. Relationships between capacities, resources, and strategic processes. Studying processes, content, and context in organizational changes and adaption. The organizational strategy-structure relationship.