Are competencies and corporate strategy aligned? an exploratory study in Brazilian steel mills

• Autor(a) principal: Porto, Ualace Carvalho Marques
• Data de Publicação: 2017
• Outros Autores: Passos, Francisco Uchoa, Figueiredo, Paulo Soares
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Revista Ibero Americana de Estratégia - RIAE
• Texto Completo: https://periodicos.uninove.br/riae/article/view/15770
• topic: Management; Strategy; Core Competencies; Mapping Competencies; Corporate Strategy; Alignment of Critical Resources; Resource-Based View of the Firm.; Competências Essenciais; Mapeamento de Competências; Estratégia Corporativa; Alinhamento de Recursos Críticos; Visão da Empresa Baseada em Recursos.

In this qualitative and exploratory study, a measurement of alignment of competencies with corporate strategy was carried out in nine steel mills, using a methodology developed specifically for this purpose. Four companies (“big and aligned”), accounting for 86% of the steel produced in the country, indicate full alignment of competencies with their strategies. Two companies (“small and partially aligned”), represent 4% of the market and try to reconcile the corporate strategy of technological orientation with short-term operational performance imposed on them by the business environment. In contrast to the latter, three companies (“small and not aligned”), having 10% of the combined market share, primarily concern themselves with performance in terms of productivity, without having synergy with the corporate strategy. The major contribution of this work is the development of a specific methodology to operationalize the mapping of core competencies, in order to facilitate the mobilization of resources to support business strategies.