Session 113

CEOs and Other Human Resources

Track A

Date: Saturday, March 12, 2011


Time: 10:45 – 12:00

Common Ground

Room: Room 1-G


  • Filipe Sobral, FGV- EBAPE

Title: A New Look To The Abilities Of The New Leader


  • Carlos Ruiz, IPADE

Abstract: Dynamic leadership in Business requires proactive behavior and attitude by the individual as well as by the team. Such an approach must be rooted in the basic rules and ethics of the Business, each team and the leader. This includes personal and team commitment that leads to enhanced performance and reliability. A holistic vision of leadership is essential in this context.” The new leader must have two abilities: To take into account the real needs of the people he lead, (have empathy toward their needs) and to accomplish that the worker finds his own fulfillment through his own work.

Title: Human Resource Slack and Firm Performance: Evidence from Mexico's In-Bond Manufacturing Industy


  • Ramon Lecuona Torras, London Business School
  • Markus Reitzig, University of Vienna

Abstract: Why firms hold resources in excess to what is required to sustain routine operations (hereafter slack resources, or simply slack), and how this affects their performance has been a subject of studies for a long time. Whereas the literature on economics and finance has focused on the inefficiency and costliness of such slack, organizational scholars have also viewed slack as resources that help firms adjust to unanticipated change. A rich body of empirical studies has thus examined the relationship between different types of excess resources and performance related outcomes, including firm profitability. Initial results were, however, often as mixed as the theoretical predictions invoking different arguments.

Title: Intellectual Capital Measuring Model Based on Brazilian Quality Management Award


  • José Jerônimo de Menezes Lima, UNISINOS - Universidade do Vale do Rio dos Sinos
  • Heitor José Cademartori Mendina, UNISINOS

Abstract: This article propose a model for measuring the intellectual capital of the organizations that adopted the excellence model of management of PNQ (Brazilian Quality Award). It analizes the model of management of PNQ that guides the organizations that look for sustentability by satisfation of necessities of all stakeholders. It deals with the idea of intellectual capital, making a comparative analisys of the principal models of measurement used till now, in special Skandia Navigator. The model proposed was applied in relation to multiple cases. The results obtained allowed to achieve the measurement of the intellectual capital of the organizations studied. It has also been studied with the managers of that firms.

Title: Organizational Competences and Management Style as Drivers of Internationalization Strategies: The Case of Brazilian Firms


  • Afonso Fleury, University of São Paulo
  • Maria Tereza Fleury, Getulio Vargas Foundation

Abstract: Emerging markets are heterogeneous, originating distinct breeds of multinational enterprises. In order to understand the phenomenon, it is important that country of origin and international competition are jointly taken into account. The aim of this paper is to elaborate an analytical framework that integrates both local and international dimensions in the study of internationalization processes. It relies on two constructs: organizational competences and management style, taken as drivers of the competitive strategies of individual firms. The framework is applied for the analysis of the internationalization processes of Brazilian firms. The outcome shows that Brazilian multinationals developed distinctive competences prior and evolved their architecture of competences in their internationalization paths, responding to a convergence of factors in the national context and in the international competitive environment. The approach might be useful in the study of internationalization processes from firms from any country, not emerging countries exclusively.

Title: The Agenda of the Latin American Chief Executive. A Contingency View


  • Alejandro Carrera, Austral University
  • Adrian Caldart, AESE School of Management and Business
  • Magdalena Cornejo, Austral University

Abstract: We relied on a unique database comprising 72 Chief Executives of firms based in Argentina to identify the main dimensions characterizing the agenda of Chief Executives operating in the Latin American environment. We then analyzed whether and how may contingency factors affect the way these Chief Executives weight the relative importance of different dimensions of their agenda. Specifically, we studied the impact of factors such as the stage of the economic cycle faced by the firm, the seniority of chief executives in their post or similar ones, whether the chief executive owned a significant part of the firm or not and differences between executives leading local firms and those leading local subsidiaries of multinational companies.

All Sessions in Track A...

Fri: 11:30 – 12:45
Session 103: CSR and Environmental Issues in Emerging Markets
Session 111: Performance Issues
Session 114: Internationalization Strategies
Session 117: Learning in Emerging Markets
Session 120: The Characteristics and Effects of the BRIC Economies as Hubs for Regional Economic Development
Fri: 14:15 – 15:30
Session 102: Resources in Emerging Markets
Session 106: Multilatina FDI Strategies
Session 110: Global Competition
Session 112: CSR and Environmental Issues
Session 124: Research Methods for the Study of Competitive Advantage
Fri: 15:30 – 16:45
Session 101: Institutions in Emerging Markets
Session 104: Alliances and Networks
Session 105: Knowledge and Innovation
Session 108: Knowledge and Resources
Session 115: Developing Country Firms
Sat: 10:45 – 12:00
Session 107: Multilatina Performance
Session 113: CEOs and Other Human Resources
Session 123: Banks and their Influence
Session 125: Reviewing Latin America’s Strategic Role in Global Development
Session 126: Publishing and Not Perishing: Strategies for Publishing in Top Journals
Sat: 15:45 – 17:00
Session 100: Entrepreneurship in Emerging Markets
Session 109: Social Issues and Local Development
Session 116: Emerging Market Institutional Reform
Session 118: Management Innovation in Emerging Markets
Session 127: Teaching in Latin America

Strategic Management Society

Rio De Janeiro