Leia a nova edição da Revista Inteligência Competitiva, v. 7, n. 1 (2017), Janeiro – Março

Revista Inteligência Competitiva - e-ISSN:2236-210X

  1. 7, n. 1 (2017)

Sumário

Editorial

Editorial Janeiro – Março PDF
Alfredo Passos

Artigos

Comprometimento Organizacional: Estudo do Modelo Tridimensional em uma Cooperativa de Crédito na Capital Gaúcha PDF
Sheila Cristina Tavares de Oliveira Bassani, Flávia Camargo Bernardi, Mikael Dalberto, Maria Emilia Camargo, Uiliam Hahn Biegelmeyer 1-43

 

Qualidade sobre rodas: o nível de satisfação de consumidores sobre os serviços de alimentação em Food Trucks PDF
Pyetro Pergentino de Farias, Joelma Ferreira da Silva, Jammilly Mikaela Fagundes Brandão 44-71

 

Mercado de Transferências de Atletas de Futebol e o Processo de Globalização: Correlação entre os valores do Transfermarkt e do jogo eletrônico Football Manager PDF
Eric Matheus Rocha Lima, Ivan Wallan Tertuliano, André Luis Aroni, Afonso Antonio Machado, Carlos Norberto Fischer 72-90

 

Fusão entre ALL – América Latina Logística e Rumo Logística Operadora Multimodal: Uma Análise a partir da Visão Baseada em Recursos. PDF
Anderson Aquiles Viana Leite, Cristiane Teresinha Agnolin, Carlos Eduardo Carvalho 91-128

 

MAPEAMENTO DA PRODUÇÃO CIENTÍFICA BRASILEIRA SOBRE APRENDIZAGEM ORGANIZACIONAL: UM ESTUDO NA BASE SPELL PDF
Mayara Pires Zanotto, Juliano Uecker de Lima, Diego Luís Bertollo, Adrieli Pereira Radaeli, Fabiano Larentis, Eric Henry Charles Dorion 129-153

 

Perspectivas Teóricas do Mainstream da Administração Estratégica: Uma Meta-Síntese PDF
Jonathan Simões Freitas, Júlia Araújo Tiso Mudrik, Paulo Vítor Guerra, Lin Chih Cheng, Carlos Alberto Gonçalves 154-182

Estudo de Caso

IN SEARCH OF INNOVATION: LOOKING OUTSIDE THE COMPANY PDF (ENGLISH)
Celso dos Santos Malachias, Luiz Carlos Di Serio 183-214

Relato Técnico-Científico

Notas críticas acerca das Estruturas Organizacionais Competitivas PDF
Luciano augusto toledo, Guilherme de Farias Shiraishi, Conceiçao Aparecida Barbosa 215-231

 

EMPREENDEDORISMO DIGITAL: UM ESTUDO SOBRE O USO DA TECNOLOGIA COMO ALAVANCAGEM DE NEGÓCIOS EM UMA STARTUP EDUCACIONAL PDF
Alexandre Albuquerque Domingues, Kathryn Floyd-Wheeler 232-261

 

Balanceamento da remuneração estratégica da força de vendas como vantagem competitiva PDF
Viviana Beatriz Huespe Aquino Vieira, Claudio Antonio Rojo 262-273

 

Revista Inteligência Competitiva: CHAMADA PARA PUBLICAÇÃO

A Revista Inteligência Competitiva recebe artigos, relatos técnicos, de experiências, de pesquisas, entrevistas, resenhas e estudos de casos em regime de fluxo contínuo, ou seja, os materiais são avaliados à medida que são recebidos.

A submissão é realizada pelo link: aqui

Nós agradecemos muito a colaboração de todos e contamos com os autores que vêm contribuindo com pesquisas voltadas à Inteligência Competitiva.

Prof. Dr. Alfredo Passos
Editor Chefe

Estudo de Caso e Relato Técnico-Científico: Revista Inteligência Competitiva

Estudo de Caso

MODELO DE INTELIGÊNCIA COMPETITIVA: UMA PROPOSTA PARA MONITORAMENTO E PROSPECÇÃO DE CLIENTES NA COMPANHIA ENERGÉTICA DE MINAS GERAIS – CEMIG PDF
Frederico Giffoni de Carvalho Dutra 224-243
DIAGNÓSTICO E PROPOSTA DE ADEQUAÇÕES PARA MELHORIA NA ADMINISTRACAO DE UMA EMPRESA INDIVIDUAL DE CONFECÇÃO PDF
Leonardo de Carvalho, Claudio Antonio Rojo 244-258

Inteligência Competitiva Cenários: 9 motivos para você repensar a sua profissão

Em poucos anos a sua profissão pode mudar radicalmente, é provável que a empresa onde você trabalha nem mais exista e que você nem consiga mais se empregar com o que você sabe hoje.
Veja 9 informações surpreendentes que farão você repensar o seu futuro no trabalho.
Ahhh… é melhor ouvir sentado porque tem risco de você cair da cadeira.

Fonte: Mauro SeguraPublicado em 1 de mai de 2016.

Vídeos espetaculares do YouTube mostrando cenas cotidianas do início do século, onde algumas cenas foram retiradas montagem desse vídeo.
https://www.youtube.com/channel/UCZ2j…
https://www.youtube.com/channel/UCEfx…
https://www.youtube.com/watch?v=Uz4Am…
https://www.youtube.com/watch?v=684n8…
https://www.youtube.com/watch?v=RN7ft…
https://www.youtube.com/watch?v=ZPP0a…
https://www.youtube.com/watch?v=EWg2x…
https://www.youtube.com/watch?v=OebeM…
https://www.youtube.com/watch?v=iEGbv…
https://www.youtube.com/watch?v=IrNKD…
https://www.youtube.com/watch?v=fcfMj…

Inteligência Competitiva Tecnológica: Inteligência Artificial está chegando

A inteligência artificial e a computação cognitiva estão chegando em alta velocidade e vão invadir o nosso dia a dia. Conheça aqui o Dino, o brinquedo cognitivo que tem conversas inteligentes com crianças.

Dino é um Cognitoy da linha de brinquedos inteligentes da Elemental Path. Ele utiliza o Watson, tecnologia cognitiva capaz de interagir, entender linguagens, aprender novas habilidades e raciocinar como seres humanos.

Dino é o exemplo perfeito da era da inteligência artificial e da computação cognitiva em nossas mãos.

Hoje ele fala somente inglês e é voltado para crianças, imagine o Dino falando diversos idiomas e sendo expert em várias áreas do conhecimento humano.

A sociedade vai mudar radicalmente, o mercado de trabalho também, com o surgimento e a transformação de muitas profissões.

Fonte: Mauro SeguraPublicado em 17 de jul de 2016

Competitive Intelligence: Equipping people to stay ahead of technological change

WHEN education fails to keep pace with technology, the result is inequality. Without the skills to stay useful as innovations arrive, workers suffer—and if enough of them fall behind, society starts to fall apart. That fundamental insight seized reformers in the Industrial Revolution, heralding state-funded universal schooling. Later, automation in factories and offices called forth a surge in college graduates. The combination of education and innovation, spread over decades, led to a remarkable flowering of prosperity.

Today robotics and artificial intelligence call for another education revolution. This time, however, working lives are so lengthy and so fast-changing that simply cramming more schooling in at the start is not enough. People must also be able to acquire new skills throughout their careers.

Unfortunately, as our special report in this issue sets out, the lifelong learning that exists today mainly benefits high achievers—and is therefore more likely to exacerbate inequality than diminish it. If 21st-century economies are not to create a massive underclass, policymakers urgently need to work out how to help all their citizens learn while they earn. So far, their ambition has fallen pitifully short.

Machines or learning

The classic model of education—a burst at the start and top-ups through company training—is breaking down. One reason is the need for new, and constantly updated, skills. Manufacturing increasingly calls for brain work rather than metal-bashing (see Briefing). The share of the American workforce employed in routine office jobs declined from 25.5% to 21% between 1996 and 2015. The single, stable career has gone the way of the Rolodex.

Pushing people into ever-higher levels of formal education at the start of their lives is not the way to cope. Just 16% of Americans think that a four-year college degree prepares students very well for a good job. Although a vocational education promises that vital first hire, those with specialised training tend to withdraw from the labour force earlier than those with general education—perhaps because they are less adaptable.

At the same time on-the-job training is shrinking. In America and Britain it has fallen by roughly half in the past two decades. Self-employment is spreading, leaving more people to take responsibility for their own skills. Taking time out later in life to pursue a formal qualification is an option, but it costs money and most colleges are geared towards youngsters.

The market is innovating to enable workers to learn and earn in new ways. Providers from General Assembly to Pluralsight are building businesses on the promise of boosting and rebooting careers. Massive open online courses (MOOCs) have veered away from lectures on Plato or black holes in favour of courses that make their students more employable. At Udacity and Coursera self-improvers pay for cheap, short programmes that bestow “microcredentials” and “nanodegrees” in, say, self-driving cars or the Android operating system. By offering degrees online, universities are making it easier for professionals to burnish their skills. A single master’s programme from Georgia Tech could expand the annual output of computer-science master’s degrees in America by close to 10%.

Such efforts demonstrate how to interleave careers and learning. But left to its own devices, this nascent market will mainly serve those who already have advantages. It is easier to learn later in life if you enjoyed the classroom first time around: about 80% of the learners on Coursera already have degrees. Online learning requires some IT literacy, yet one in four adults in the OECD has no or limited experience of computers. Skills atrophy unless they are used, but many low-end jobs give workers little chance to practise them.

Shampoo technician wanted

If new ways of learning are to help those who need them most, policymakers should be aiming for something far more radical. Because education is a public good whose benefits spill over to all of society, governments have a vital role to play—not just by spending more, but also by spending wisely.

Lifelong learning starts at school. As a rule, education should not be narrowly vocational. The curriculum needs to teach children how to study and think. A focus on “metacognition” will make them better at picking up skills later in life.

But the biggest change is to make adult learning routinely accessible to all. One way is for citizens to receive vouchers that they can use to pay for training. Singapore has such “individual learning accounts”; it has given money to everyone over 25 to spend on any of 500 approved courses. So far each citizen has only a few hundred dollars, but it is early days.

Courses paid for by taxpayers risk being wasteful. But industry can help by steering people towards the skills it wants and by working with MOOCs and colleges to design courses that are relevant. Companies can also encourage their staff to learn. AT&T, a telecoms firm which wants to equip its workforce with digital skills, spends $30m a year on reimbursing employees’ tuition costs. Trade unions can play a useful role as organisers of lifelong learning, particularly for those—workers in small firms or the self-employed—for whom company-provided training is unlikely. A union-run training programme in Britain has support from political parties on the right and left.

To make all this training worthwhile, governments need to slash the licensing requirements and other barriers that make it hard for newcomers to enter occupations. Rather than asking for 300 hours’ practice to qualify to wash hair, for instance, the state of Tennessee should let hairdressers decide for themselves who is the best person to hire.

Not everyone will successfully navigate the shifting jobs market. Those most at risk of technological disruption are men in blue-collar jobs, many of whom reject taking less “masculine” roles in fast-growing areas such as health care. But to keep the numbers of those left behind to a minimum, all adults must have access to flexible, affordable training. The 19th and 20th centuries saw stunning advances in education. That should be the scale of the ambition today.

Competitive Intelligence: What It Takes to Stay Ahead of the Competition

Matt Palmquist

Bottom Line: For companies, sustaining a consistently high level of performance requires unique capabilities that may differ sharply from the strategies they used to succeed in the first place.

Leading firms set themselves apart by achieving a high level of performance and meeting or exceeding consumers’ expectations relative to the competition. It’s usually an arduous, years-long process. But sustaining that level of performance is a completely different challenge — one that few companies can overcome in the modern business landscape.

There’s plenty of substantive advice available on how to attain high-quality performance in the first place. Researchers have variously touted the ability of firms to create barriers to entry for competitors, for example, or to draw (pdf) on unique capabilities to differentiate themselves. But rivalslearn quickly, once-novel strategies can eventually be duplicated, mistakes can be made, and complacency can set in. What it takes to sustain top-quality performance, therefore, is also deserving of study — but it has received comparatively little attention from researchers. Indeed, most analysts have implicitly assumed that the capabilities required to attain high-quality performance are the same as those needed to sustain it.

A new study aims to shed light on the issue by analyzing which capabilities enable companies to sustain a consistent and high level of performance. It should be noted that for the study, the quality level and consistency of performance are two distinct concepts. Whereas a firm with a high quality level outshines its competitors in the short term,consistency involves maintaining that high level with minimal variance for a five-year period.

The authors analyzed data on 147 business units within large companies in the manufacturing sector that were based in either the U.S. or Taiwan. The reason to zero in on U.S. firms is obvious: They tend to set the tone for the global economy. The researchers chose to study Taiwanese firms as well in order to consider the differences between Eastern and Western cultures in their management approaches and assess any impact on performance. (In the final analysis, no significant differences between them appeared.) Taiwan also has a well-established reputation for advanced manufacturing.

To assemble a sample, the authors reached out to executives whose companies had won awards or earned acknowledgment from associations dedicated to recognizing high-performing businesses. The authors conducted surveys with quality or operations managers at the firms, who could speak to the specific strategies employed, and with general managers, who could field questions about the firm’s overall performance and the nuances of its business environment. For a subset of companies, the authors also obtained financial-performance data from the business unit’s accountant as well as internal audits that gauged the quality of its products and services.

After controlling for firm size, competitive intensity (pdf) of a given industry, and level of uncertainty faced — in the form of rapid technological developments or changing market conditions — the authors found that four particular capabilities emerged as integral to sustaining high-quality performance:

Improvement. This capability was defined as a firm’s ability to make incremental product or service upgrades, or to reduce production costs.

Innovation. Defined as how strong a company was at developing new products and entering new markets.

Sensing of weak signals. Defined as how well a company can focus on potential banana peels in order to improve overall performance, including analyzing mistakes, actively searching out production anomalies, and being aware of potential problems in the surrounding business environment.

Responsiveness. Defined as a business’s ability to solve problems that crop up unexpectedly and to use specialized expertise to counter those complications.

But these capabilities influenced different aspects of sustaining high performance, the authors found. For example, innovation capabilities primarily help firms maintain a certain level of quality, whereas the capacity for improvement affects mostly the consistency component. That’s probably because innovations are typically unique events that meet customers’ immediate needs and establish a certain level of quality, whereas incremental improvements are geared toward ensuring the long-term reliability of products and services, which translates into consistency.

Meanwhile, a firm’s capability for responsiveness had no significant effect on consistency, but had a decided positive impact on its level of quality — presumably because responding to quality-related problems quickly and efficiently is also a way of exceeding customers’ expectations in a one-off way.

Sensing of weak signals had a strong positive effect on consistency, but a moderately negative impact on the level of quality. This suggests a potential trade-off, the authors note, because maintaining both a high quality level and consistency is essential to sustaining performance. The authors speculate that a focus on sensing weak signals mandates that firms spend a lot of time collecting data and analyzing the occasional blip, which could cause them to get mired in minutiae and distract them from the more important tasks associated with sustaining a high level of performance. Although the benefits may pay off over time, a concentration on preventing failures rather than seeking out successes could also lead firms to take a short-term view and be overly conservative, too concerned with simply surviving, and to thus shy away from taking chances.

Intriguingly, the capabilities that increase consistency (improvement and sensing of weaknesses) are unaffected by the level of competitive intensity or uncertainty surrounding a firm, whereas those that affect the level of performance (innovation and responsiveness) depend heavily on the external context, the authors found. Presumably, the value of innovation and responsiveness is higher in the face of unanticipated external shocks, whereas improvement and sensitivity to failure are capabilities that are more internally oriented. As a result, firms may need to invest in certain capabilities more than others, depending on their business environment.

Source:An Empirical Investigation in Sustaining High-Quality Performance,” by Hung-Chung Su (University of Michigan–Dearborn) and Kevin Linderman (University of Minnesota), Decision Sciences, Oct. 2016, vol. 47, no. 5

Source/author:  strategy+business, S+B BLOGSPublished: January 5, 2017, 

Matt Palmquist is a freelance business journalist based in Oakland, Calif.

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