Relations between the strategic positioning and performance indicators dimensions in strategic projects in a large company of brazilian retail

• Autor(a) principal: Bitencourt, Lorene Carvalho
• Data de Publicação: 2015
• Outros Autores: Garcez, Marcos Paixão, Cardoso, Marcos Vinicius
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Revista Ciências Administrativas (Fortaleza. Online)
• Texto Completo: https://ojs.unifor.br/rca/article/view/3710

The longing for achieving the strategic positioning in retail is continuously challenged by short-term results by pressure. The study seeks to identify how the strategic positioning of a fashion and sport retailer relates to performance indicators dimension of projects, conditioned by the nature of the projects. Using the strategic positioning concepts, presented by Hax and Wilde II (2001), project management and project performance indicator dimensions (SHENHAR; DVIR, 2010) this relationship was researched through a case study. The results show that there is mainly influence of projects nature in defining performance indicators. The results indicate that there is a concern to align the organization’s strategy to its strategic projects. Thus, the strategic positioning and the nature of the project influence the choice of performance indicators. However, aspects of the complexity and uniqueness of the projects suggest an easing of the dimensions chosen to measure the performance of each project. Projects aligned with the strategy tend to give more value to dimensions Prepare for the Future and to Commercial Success and Direct dimensions, while the dimension Operating Efficiency tends to be chosen for operational projects, while its use is more relaxed to achieve the objectives of projects. Keywords: Strategic projects. Project performance indicators. Strategic positioning. Nature of projects. Fashion retail.