Environments, strategies and organizational performance in the industrial and service sectors

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Janete Lara de Oliveira Bertucci

Abstract

This article’s objective is to evaluate how the perception and environment adaptation capacity as well as the strategic profile aimed by managers influence the variable organizational effectiveness. We present and discuss the results obtained with a model tested in two very diverse segments: average-sized industries and private hospitals, located in the Grande Belo Horizonte region. Data was collected by means of questionnaires filled in by managers of the firms and subsequently analyzed using multi-varied statistics. The results point to statistically significant correlations between environmental perception, strategic profile and effectiveness. For both segments, managers are reasonably assured to evaluate and offer answers to the external environment. The strategic positioning of the industries indicates the use of prospective strategies when facing progressively more aggressive competitors, but defensive and conservative strategies to manage their own structure and internal processes.

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How to Cite
BERTUCCI, J. L. de O. Environments, strategies and organizational performance in the industrial and service sectors. RAE - Revista de Administracao de Empresas , [S. l.], v. 45, n. 3, p. 10–24, 2005. Disponível em: https://periodicos.fgv.br/rae/article/view/37134. Acesso em: 12 apr. 2024.
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