This paper analyses the role of the different types of organisational knowledge. We analyse this issue considering knowledge the main resource for capability creation. Based on an initial qualitative study, we seek to identify the role of three different types of knowledge throughout the operations value chain: strategic knowledge, tactical knowledge and operational knowledge. Survey methodology was used along with a sample from the food and machine industries. We present the results based on data from 99 companies. The method used to verify the validity of the scale was factor analysis. The results suggest that strategic knowledge is related to the main strategic decisions; tactical knowledge seeks activities integration along the operations value chain; and operational knowledge is related to problem-solving activities.

Integrating different types of knowledge: an empirical investigation

This study investigates how organisational knowledge in the manufacturing process is related to industry dynamism. Our major objective is to compare different levels of information source utilisation and organisational knowledge within different environmental dynamisms. We investigated four industry sectors in Brazil: food, electronics, transport equipment and machinery. Internal organisational knowledge appears as a determinant aspect under more dynamic environmental conditions. It suggests that higher levels of environmental dynamism require higher levels of organisational knowledge. The results suggest that knowledge integration in more dynamic industries depends on how the companies access environment information and use it in their internal manufacturing processes.

Organisational knowledge and industry dynamism: an empirical analysis

Manufacturing integration with other functional areas and suppliers is a key aspect for achieving sustainable competitive advantage. The objective of this study is to analyze manufacturing integration from an activity-based perspective. We hypothesize that manufacturing integration with suppliers, marketing, and R&D is positively related to profit and sales growth when it occurs simultaneously in key internal activities. We surveyed 366 companies located in the southern region of Brazil, chosen from the SEBRAE(1) database. We used structural equations modeling to address validity and reliability issues. We evaluated common method variance (CMV) with the MTMM model and used path analysis to test the structural relations. We found that all manufacturing integration aspects are positively related to sales growth, but only manufacturing-R&D integration is positively related to profitability. Therefore, managers interested in improving the performance of their plants should favor the integration between manufacturing and R&D teams, at all hierarchical levels. We did not find any evidence, however, that direct interaction between manufacturing and marketing improves performance.

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The relationship between manufacturing integration and performance from an activity-oriented perspective

The analysis of Brasil's food production performance from 1990 to 1995 period has shown a stronger participation of the higher added value products groups, being particularly noticeable that of the dairy products. In addition, a higher general consumption of food has been verified as a result of the increase in the real income of workers after the stabilization plan.

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Perfil da indústria de alimentos no Brasil: 1990-97

/pdf/american-communists-and-the-nazi-soviet-pact-1j7hrm0fb3.pdf

American Communists and the Nazi-Soviet Pact

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O processo de industrialização brasileira

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Paulo Eduardo V. Viceconti

Papers

O processo de industrialização brasileira

Challengers to Capitalism, Marx, Lenin e Mao