Sistema Regional de Información
en línea para Revistas Científicas de América Latina,
el Caribe, España y Portugal

This article analyzes the discussion about the terms “business model” and “strategy”, and aims mainly to verify whether these concepts are similar ones. Most of the studies already undertaken consider that business model and strategy are different constructs. Hence, the aim of this article is to test this hypothesis using an interpretative method based on her-meneutics. In order to accomplish this objective several definitions of business model are compared with two main strate-gic approaches, namely the Positioning school and the Resource-Based View school. It is concluded that Business Model and Strategy are not entirely different constructs, i.e. there is some overlapping and similarity level between them. Fur-thermore, it is verified that business model acts as a dynamic and systemic tool integrating different strategic approaches and enabling different strategic concepts to be intertwined into a single definition, which increases the potential of these schools to explain and guide the actual strategic process within the organizations.

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Sporting activities apply various multi-criteria (and multi-decision maker) methods in their championship regulations. In the majority of cases, the organizers are not aware that they are using them and indeed often apply them incorrectly. Variations of the Borda voting and lexicographic methods are among those most widely used. In the case of the Formula 1 World Championship, a variation of the Borda method is employed. This article shows that some of the problems that occurred during recent seasons are a result of the use of this method with consequent aggravation of the inherent distortions. Furthermore, the use of the Condorcet method is suggested as an alternative. Its limitations are shown, as well as how to overcome them by employing the Copeland method. Lastly, an analysis of the results of the 2002 championship is conducted.

With the process of maturing in Administration field as knowledge area, is verified the search of its consolidation in the scope of the social sciences. Considering the centrality of the methodological subject for the quality of the knowledge produced in the area of Organizational Theory, this work presents a critical revision of the methodology used in the article published in the annals of ENANPAD, in the period from 1999 to 2002. The main objective is to contribute with the discussions on methodological practices, especially in what it concerns the use of the case study as research strategy. The informations collected were subdivided in three groups contemplating the research design, the techniques of data collection and the dimensions and resources of data analysis. The main results of this study show the predominance of qualitative studies, a relative banality in the use of the case study strategy, the tendency to the objective dimensions, use of interpretative analysis methods, among others. This analysis suggests that the category of basic qualitative study can be used with advantage by the Brazilian researchers in the Administration area.

This paper is concerned about how some theoretical conceptions of power, which are presents within the organizational studies field, especially those which understand power as a strategic capacity of someone (or some group) to achieve external goals, can restrict the organization phenomenon comprehension due to the utilitarian view that it assumes about people relations. Beginning from the supposition that the theory of power is an important tool in organizational analysis activities, the actual paper wills to identify, through a bibliography revision which involves other fields of social knowledge beyond the organizational studies one - such as sociology, political science and philosophy, other theoretical conceptions of power, which can potentially aid that which is based on the utilitarian rationality towards a more complete understanding of the organization life.

This article argues the experience of management for regional development. It takes as a reference the implementation of the Development Forum and the Development Agency of the Association of the Middle West Cities of Santa Catarina State (Admoc). At first, the analysis methodology involved documentary and bibliographical revision; afterwards, data referring to the Admoc’s performance was analyzed. Finally, this article presents considerations about such network joint experience aiming regional development.

The new technologies of control in contemporary organizations rely on the constitution of the adequate subjects for performing organizational roles. Their objective is to control at a distance, instead of the direct supervising of individuals. It can be said that teleworking is the managerial initiative that has taken further the idea of distance between organizations and individuals. This paper aims at exploring how organizational control takes place in a situation in which physical distance between organization and individual is clearly established. Twenty-five teleworkers residing in Rio de Janeiro city were interviewed. All of the interviewees are teleworkers who hold stead job positions and perform knowledge-intensive tasks.