Bar. Brazilian Administration Review 

About: Bar. Brazilian Administration Review is an academic journal published by Associação Nacional de Pós-Graduação e Pesquisa em Administração (ANPAD). The journal publishes majorly in the area(s): Context (language use) & Organizational learning. It has an ISSN identifier of 1807-7692. It is also open access. Over the lifetime, 398 publications have been published receiving 6160 citations. The journal is also known as: BAR.

Toward a subjective measurement model for firm performance

Abstract: Firm performance is a relevant construct in strategic management research and frequently used as a dependent variable. Despite this relevance, there is hardly a consensus about its definition, dimensionality and measurement, what limits advances in research and understanding of the concept. This article proposes and tests a measurement model for firm performance, based on subjective indicators. The model is grounded in stakeholder theory and a review of empirical articles. Confirmatory Factor Analyses, using data from 116 Brazilian senior managers, were used to test its fit and psychometric properties. The final model had six first-order dimensions: profitability, growth, customer satisfaction, employee satisfaction, social performance, and environmental performance. A second-order financial performance construct, influencing growth and profitability, correlated with the first-order intercorrelated, non-financial dimensions. Results suggest dimensions cannot be used interchangeably, since they represent different aspects of firm performance, and corroborate the idea that stakeholders have different demands that need to be managed independently. Researchers and practitioners may use the model to fully treat performance in empirical studies and to understand the impact of strategies on multiple performance facets.

Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Abstract: Given the strategic relevance of Human Resources Management (HRM) in organizations and the lack of scientific instruments to measure employees’ perceptions about policies and practices of HRM, this study aimed to validate the Human Resources Management Policies and Practices Scale (HRMPPS) through exploratory and confirmatory factor analysis using the maximum likelihood method. The study has a quantitative design, but also included qualitative analysis required for the development of a scale. Employees from various organizations composed a sample of 632 people. Scale reliability was assessed by Cronbach’s alpha and Joreskog’s rho. A six-factor model was generated showing high-reliability and good fit. Construct validity was provided through convergent and discriminant analyses. The factors were consistent with the literature review and explained about 58% of the construct’s total variance. This study contributes to the scientific production in the area of Human Resources Management since HRMPPS can be used not only in relational studies but also as an evaluation instrument by managers who wish to improve their employees’ well-being as well as organizational outcomes.

Strategic corporate social responsibility management for competitive advantage

Abstract: Corporate social responsibility strategy and competitive advantage are important issues for the contemporary discussion on corporations in society when taking into account social and environmental impacts. Empirically, we can see that social responsibility strategies are associated with competitive advantages, such as attracting valuable employees as well as enhancing the company image and reputation. This paper presents a theoretical review that demonstrates the association between social strategy and competitive advantage through the formulation of social strategies that influence and are influenced by opportunities, resources, skills, corporation merits, industry structure and stakeholders. Based on the literature and a case study of Carrefour, a model is proposed for competitive advantages stemming from the formulation of social strategies, which are explained based on their elements and adaptation to societal expectations. This article seeks to enrich the discussion on the strategic management of social responsibility and contribute to the literature on Corporate Social Responsibility as well as Strategy and Competitive Advantage.

Transformational Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy

Abstract: In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

Tourism cluster competitiveness and sustainability: proposal for a systemic model to measure the impact of tourism on local development

Abstract: This article proposes a model to measure tourism cluster impact on local development with a view to assessing tourism cluster interaction, competitiveness and sustainability impacts on the economy, society and the environment. The theoretical basis for this model is founded on cluster concept and typology adapting and integrating the systemic competitiveness and sustainability concepts within economic, social, cultural, environmental and political dimensions. The proposed model shows a holistic, multidisciplinary and multi-sector view of local development brought back through a systemic approach to the concepts of competitiveness, social equity and sustainability. Its results make possible strategic guidance to agents responsible for public sector tourism policies, as well as the strategies for competitiveness, competition, cooperation and sustainability in private companies and institutions.