Strategy in Organizations

Coordinator: Benny Kramer Costa, PhD


Assistant Coordinator: Simone Barakat, PhD


Temas e Líderes:

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.

Leader: Adriana Roseli Wünsch Takahashi, PhD (UFPR)
Assistant Leader: Dimária Silva e Meirelles, PhD (MACKENZIE)

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

Leader: Renato Telles, PhD (UNIP)
Assistant Leader: Luis Miguel Zanin, PhD (CONQUISTAR CONSULTORIA)
International Co-Leader: Dr. Wlamir Xavier (Biola University, Califórnia)

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

Leader: Ticiana Braga De Vincenzi, PhD (FEA-USP)
Assistant Leader: Emanoel Márcio Nunes, PhD (FACEM/UERN)
International Co-Leader: João José de Matos Ferreira, PhD (Universidade Beira Interior, Portugal)

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.

Leader: Saulo Fabiano Amâncio Vieira, PhD (UEL)
Assistant Leader: Renato Fabiano Cintra, PhD (UFGD)
International Co-Leader: Pedro Cesar Lopes Gerum (Cleveland State University - USA)

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.

Leader: Edson Ricardo Barbero, PhD (FECAP)
Assistant Leader: Greici Sarturi, PhD (UFSM)

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.

Leader: Almir Ferreira de Sousa, PhD (FEA-USP)
Assistant Leader: Leo Raifur, PhD (UNICENTRO)
International Co-Leader: Luís Matos Martins,PhD (Universidade de Lisboa, Portugal).

Processes and theories of internationalization. Management models for internationalized companies. International networks and cluster internationalization. Standardization versus adaptation of offerings to foreign markets. Country-specific factors 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 their strategies from the evolution of cultural, social, economic, technological, environmental, and political forces at the international and regional levels. Modeling international performance. International entrepreneurship. Internationalization process of Brazilian companies and companies from emerging markets. Typologies of Brazilian multinational companies. Born globals.

Leader: Manuel Anibal Silva Portugal Vasconcelos Ferreira, PhD (Instituto Politécnico de Leiria - Portugal)
Assistant Leader: Claudia Sofia Frias Pinto, PhD (FEA-USP)
International Co-Leader: Fernando Manuel Pereira de Oliveira Carvalho, PhD (Universidade de Coimbra - Portugal)

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).

Leader: Tobias Coutinho Parente, PhD (UNIB)
Assistant Leader: Jeferson Lana, PhD (UNIVALI)
International Co-Leader: Carlos Manuel Martins da Costa, PhD (Universidade de Aveiro, Portugal)

This theme focuses on researching how strategies are formed, implemented, and reconfigured at multiple levels (functional, group, business unit, corporate, and networks). Key questions of interest include: How do organizations develop strategies to achieve their objectives and competitive advantage? How do technological advancements define and redefine strategic processes and routines? What competencies, capabilities, and resources are necessary for executives and middle management to implement strategic processes? How are tools such as Strategic Planning, Balanced Scorecard, Strategic Maps, and Strategic Management Systems implemented? What role do consulting firms play in strategy formulation and the implementation of strategic processes and routines? Additionally, the intraorganizational and interorganizational relationships in the implementation of processes and routines. Bounded rationality, power, and politics in decision-making and the formulation of deliberate and emergent strategies. Relationships between capabilities, resources, and strategic processes. Studies on process, content, and context in organizational change and adaptation. The relationship between strategy and organizational structure.

Leader: Carlos Ricardo Rossetto, PhD (UNIVALI)
Assistant Leader: Janaína Bueno, PhD (UFU)
International Co-Leader: Juan Pablo Torres (Universidad de Chile - Chile)