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The purpose of this paper is to integrate Brazilian agro-industrial co-operatives’ horizontal, lateral and vertical integration diversification and expansion strategies, such as operation area and membership, with financial models. Several studies have tried to assess the importance of diversification on the financial outcomes in agricultural co-operatives with limited success.

The three main concepts were combined in a working model. A survey was developed to gather data on financial, diversification and expansion strategies from 67 co-operatives (44 per cent return rate). Data were processed using a partial least squares structural equation model.

The findings suggest that expansion is directly responsible for both the financial output and diversification strategy; however, no hard evidence supports the view that the diversification of production in some agro-industrial co-operatives leads to positive financial results.

Only larger Brazilian co-operatives (>$50m in annual revenues) were considered. Co-operatives facing other scenarios or smaller co-operatives could have different outcomes.

Besides diversifying their co-operatives for financial reasons, managers should also consider risk aversion and adapting to new farmers’ portfolios as probable reasons.

Extant literature asserts that diversification leads to financial growth; as the co-operatives studied show no such causal relationship, it follows that they diversify their portfolios for other purposes.

Studies on the performance of agribusiness cooperatives in Brazil focus on economic and financial aspects. The purpose of this paper is to further delve into such studies by investigating which commonly measurable structural production factors (horizontal, vertical and lateral diversification; operating area; number of associates; and time in operation) have greater impacts on the financial performance of such cooperatives.

To achieve such a goal, a survey was conducted with a sampling pool divided by size (annual net revenues of US$ 50 million or higher), and the questionnaire was employed as a method of data collection. The sample was concentrated in the southern, south-eastern and mid-western regions of Brazil; classified by size; and deemed adequate after several adequacy tests.

The results were analysed using Spearman’s correlation, which showed that there were no significant correlations between the structural production factors considered in this study and the economic-financial performance of agricultural cooperatives, which leads to questions about the effectiveness of employing diversification strategies with a conjoint approach. Nonetheless, it was possible to identify several relationships not mentioned in the original hypotheses that might be addressed further in future studies.

The data obtained should be interpreted with caution because heteroscedasticity was detected. Although the cause could not be clearly identified, the presence of heteroscedasticity could mean that smaller and similar cooperatives present similar variation in their diversification and production base strategies.

This work sought to generate knowledge regarding operations management, which was achieved by demonstrating that production diversification in a dynamic and relevant economic sector, that is, agricultural cooperatives, is limited in terms of financial return when performed in an isolated mode. Hence, cooperatives’ production managers should take into account the totality of structural production factors during their planning activities.

This study aims to explore the effect of crises on multinational companies’ (MNC) subsidiaries’ performance. It is hypothesized that crisis-led business underperformance will lead subsidiaries to choose market oriented or entrepreneurial oriented strategies (or both, “ambiorientation”). Finally, this study explores the idea that subsidiaries address market orientation (MO)-based strategies will address both exploration and exploitation outcomes, whereas those that choose entrepreneurial orientation (EO)-based strategies will focus on exploration only.

Partial-least square structural equation modelling was used to test the hypotheses. Data collection consisted of 280 full answers regarding MNC subsidiaries in Brazil.

The data provide evidence that crisis perception affects firms’ business performance. MNC subsidiaries in emerging economies, when confronting crises, take two different paths and use both market orientation, as well as entrepreneurial orientation (what the authors call “ambiorientation”). MO-based strategies cause both exploration and exploitation outcomes, and their combined result is comparable to EO-based strategies that focus only on exploration.

Data collection was performed only in MNC subsidiaries in Brazil, and the results may differ depending on the area and the origin of the multinationals. Second, the sample concentrated on industrial activities, where there is space for both exploration and exploitation strategies.

This paper contributes to the literature by discussing the role of crises in shaping the possible strategic reactions multinational companies’ subsidiaries may undertake in emerging countries and their possible outcomes.

Manufacturing companies worldwide have been replacing traditional mass-production practices by lean initiatives. This translation process is progressive and may vary depending on several factors. Hence, it could be expected that the degree of adoption of the lean practices could vary significantly among industries, regions and even countries. The purpose of this paper is to explore the implementation performance of lean principles in Brazil, the paper developed a survey in the Sao Paulo Metropolitan Area, which considered 51 industries of different sizes, from several industrial segments, nationals and multinationals.

The proposed survey was developed using as a normative framework the SAE J4000 standard – identification and measurement of the best practice in implementation of lean operation and the SAE J4001 – implementation of lean operation user manual. To measure the implementation degree of the lean practices in the researched industries, the paper proposed the utilization of two concepts: the degree of leanness (DOL) of an element of J4000 and DOL of a company. Also three hypotheses were tested, trying to establish the relationship among the DOL and firm ownership, their size and respective industrial sector.

The results obtained in the survey demonstrated that the performance of lean initiative implementation is not uniform among the companies located in the researched area. Outcomes also showed that the degree of implementation of the lean practices by multinational companies was higher than that for the national firms. However, it was not possible to establish a relationship between the DOL and the size of the firms. Neither a clear and definite association between DOL and industrial sector was possible to be identified.

For the practitioners and managers dealing with the lean implementation, this paper gives a relevant contribution because it shows how they can effectively use an existing tool to measure the implementation of the lean practices in their respective firms. Furthermore, the DOL calculation for each individual element of the J4000 standard could also be used by practitioners and managers to identify specific problems and opportunity areas where practical actions could be identified to improve the lean implementation.

This paper contributes to the lean manufacturing theory because it proposes a theoretical way to measure the degree of implementation of the lean initiatives in the manufacturing companies. Also the survey results generate additional research material that could be used by other researchers to further explore the subject in the area.

Industrial growth has positively influenced the economic development but has also generated adverse effects on the environment. To minimize the environmental burdens resulting from industrial activity, new practices and management tools have been developed, including the concept of ecoefficiency which has aided the response to manufacturing environmental issues. However, traditional ecoefficiency measurement involves the use of multiple indicators that are individually evaluated over time to verify if the ecoefficiency is improving or worsening. This practice is procedurally difficult because ecoefficiency indicators can vary in opposite directions. To assess this issue, this paper suggests a procedure to appraise the ecoefficiency level of a manufacturing process by means of a conceptual proposal of a single measure that could reflect the process’ global progress, even if the selected ecoefficiency indexes move in opposite ways.

The proposed concepts were developed through a theoretical approach to gauge the ecoefficiency level of a single piece of equipment, which was then expanded to the whole production process area. This work can be categorized as a conceptual paper using literature review and theoretical developments as basic tools to support the concepts proposed. Complementarily, one practical example is presented to illustrate the application of the suggested procedure to a real‐life situation.

Initially the paper proposed a manner to evaluate the ecoefficiency level of a single machine combining the selected ecoefficiency indicators into a single index. Next, this concept was extended to consider the whole production process area by merging the ecoefficiency level of each equipment existing in a given production area with another single quantity named ecoefficiency level of the manufacturing process under consideration. The concepts developed were applied to a case study to show its use in a real‐life scenario.

Although the suggested technique could in principle be used in most common manufacturing situations, its widespread utilization cannot be assured based on the developments made in this paper. This could be a possible limitation to the concepts suggested. However, additional empirical research considering other types of production conditions could resolve this problem.

For the practitioners and managers dealing with environmental matters in manufacturing, this paper makes a relevant contribution because it permits the utilization of a single measure to appraise the ecoefficiency level in a single piece of equipment or in the entire production process, allowing challenging areas and the associated actions required to improve them to be identified.

Although the integration of environmental pressures into a single environmental performance measure has been a major challenge, this paper conceptualizes the ecoefficiency level of a production process by suggesting of a single measure that could reflect its global evolution, even if the selected ecoefficiency indicators move in opposite directions.

The Brazilian textile industry has been facing fierce competition from low-cost imports from China and other Far East countries. To maintain their competitiveness in the local market, Brazilian companies have been adopting the product differentiation strategy. By using new technologies, they are able to develop new products with better quality at lower costs. With regard to new technologies, companies in the Brazilian textile industry have been using get-some and buy-some strategy, and international technology transfer (TT) has become an important part of their business strategies. However, due to lack of planning, many projects failed to achieve the desired results. This paper aims to provide theoretical insights and practical guidance on how textile firms could use a stage-gate model to enhance the effectiveness of their TT projects.

In order to investigate the TT practices in the Brazilian context, three issues are assessed. First, the paper evaluates the possibility of deploying TT practices used by firms in similar industries, to enhance the effectiveness of TT process. Second, it verifies whether it is possible for the textile firms to use a stage-gate model to manage their TT processes, using as a normative framework the stage-gate model proposed by Jagoda and Ramanathan and Jagoda et al. Finally, possible changes to the stage-gate model are evaluated to specifically fit the Brazilian textile sector. This step is accomplished through four case studies from the Brazilian textile industry.

The analyses of TT projects carried out by four companies show that there are many similarities and differences among the TT practices that are employed by the four companies that were investigated. The evaluation of the TT practices of the Brazilian textile companies against the stage-gate framework allowed authors to identify the gaps between the model and the TT practices of the companies investigated. Broader guidelines in adapting the stage-gate model to improve the TT process in the textile industry are discussed in the final part of this study.

The TT process in the Brazilian textile industry is not a widely investigated phenomenon; however, this process has been critical to enhancing Brazil's competitiveness. Thus, providing a better framework to support the TT process in the local textile sector could be relevant information for improving management action in the area.

The continuous improvement in the performance and satisfaction of all stakeholders is a permanent management objective and part of an organisation’s strategy. To achieve this goal, organisations invest in technological upgrades, process improvements and management models that assure efficiency. The purpose of this paper is to verify the possibility of measuring the management maturity level of an organisation that is dedicated to passenger public transportation; this organisation is used as a reference framework for the self-evaluation maturity-level measurement tool provided by the ISO 9004:2009 standard.

The objective of this paper was accomplished through a case study in which the selected measurement instrument was applied to the management system of the maintenance area of one of the largest subway companies in Brazil.

The results of the study showed that the referential method was capable of precisely and adequately measuring the maturity level of the appraised management system. The method also enabled the researchers to identify best practices for the study organisation, which can be employed by the administration to develop action plans to improve their management system.

As a limitation, the results obtained by this paper cannot be generalised, because they were based on only one company. As a result, the conclusions established cannot be extended to other types of companies since their competitive priorities and management practices may be different and generate characteristics of maturity that were not considered in this work. However, these limitations can be minimised if additional researches ponder other types of organisations.

On the practical side, this paper motivates companies to improve their operations management by using the self-evaluation tool to identify gaps in their management systems and consequently plan actions to achieve the related improvements.

The ISO 9004:2009 standard provides a self-evaluation instrument that can support companies on measuring their respective management system maturity level. However, this paper was able to demonstrate that the aforesaid tool can be used in a broader way as it allows management to define action plans to boost their management systems towards a full utilisation of best management practices.