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This qualitative study, which is based on multiple cases, aims to analyze the pattern of acquisitions by Brazilian multinationals, such as Gerdau in the steel industry, Petrobrás in the oil and gas industry and Vale in the mining industry, to infer the likely knowledge motivations underlying the acquisitions of these firms.

The analyses of the three cases, with secondary data collected for the period from 2003 to 2007, classify the acquisitions according to the extent of the exploration or exploitation of resources and in two dimensions: business knowledge and location knowledge, in accordance with Ferreira’s (2005) model based on March (1991) and Chandler (1962).

The findings showed that the acquisitions by Gerdau, Petrobrás and Vale favored the exploitation of their resources and capabilities developed in the home market more than the exploration of new resources and capabilities. Regarding the ownership acquired, this study failed to observe the likely expected pattern of acquiring a majority stake for sustaining an exploitation strategy or a minority stake for sustaining an exploration strategy.

This study makes three contributions. First, the need to analyze the potential gains of new knowledge acquisition in domestic and cross-border expansion. Second, considering the opportunity to explore new resources and knowledge even for firms in commodity industries. Third, considering how the equity held is a structural solution that needs to be adjusted to the knowledge strategy.

The purpose of this study is to understand how neuroscientific tools are used and discussed in ongoing research on strategy in organizations.

The authors used a bibliometric study of bibliographic pairing to answer the research question. They collected data from the Web of Science and Scopus databases using the keywords “neuroscience*,” “neurostrategy*” and “neuroscientific*.”

This study presents a framework that relates fundamental aspects discussed in current research using neuroscientific tools: Neuroscience and its research tools in organizations; emotions and information processing; interdisciplinary application of neuroscientific tools; and moral and ethical influences in the leaders' decision-making process.

The inclusion of neuroscientific tools in Strategic Management research is still under development. There are criticisms and challenges related to the limitations and potential to support future research.

Despite recognizing the potential of neuroscientific tools in the mind and brain relationship, this study suggests that at this stage, because of criticisms and challenges, they should be used as support and in addition to other traditional research techniques to assess constructs and mechanisms related to strategic decisions and choices in organizations.

Neuroscientific methods in organizational studies can provide insights into individual reactions to ethical issues and raise challenging normative questions about the nature of moral responsibility, autonomy, intention and free will, offering multiple perspectives in the field of business ethics.

In addition to presenting the potential and challenges of using scientific tools in strategic management studies, this study helps create methodological paths for studies in strategic management.

The purpose of this paper is to provide further understanding of entrepreneurship education, seeking to comprehend the use of experience in this context. Based on the theory of experiential learning, the authors sought to develop and test a conceptual model for teaching entrepreneurship at the undergraduate degree level.

Due to the need to develop a model, the authors used design science research as a method to develop and test an artifact. First, bibliographic research was conducted to develop the model, which was then tested through empirical application. This empirical application was conducted at a Brazilian educational institution, with the participation of 110 students. A total of 440 activities were analyzed through content analysis.

The authors found advantages and disadvantages regarding the use of experience in entrepreneurship learning, such as greater student engagement, sense of empowerment and aspects related to the course and assessments.

In this paper, the authors offer suggestions for undergraduate teachers and to faculty members on how to teach entrepreneurship, with the student as the main actor in the learning process. Furthermore, the authors have access to a study addressing a contemporary theme that is emerging in Brazilian universities.

In this paper, the authors contribute with the debate on entrepreneurship education, realizing that the understanding of this issue continues to require closer study due to a lack of empirical consensus in previous works. Its originality lies in the development and testing of a model for undergraduates, drawn from a theory whose main use is in graduate school.

This article aims to examine the related effects between out-of-class activities, mediated by in-class activities, on the perception of course and teacher performance in a flipped classroom institutionalized setting.

The authors argue that institutionalized out-of-class (content) and in-class (learning) activities positively impact course and teaching quality perception. This study used a sample of 978 responses from MBA students to conduct a path model analysis to test four hypotheses developed from literature from flipped classroom proposing the positive relationship of out-of-class activities in in-class activities and its influence on the course and teaching performance.

The findings reported that out-class and in-class activities and educator performance influenced course performance perception. In-class activities mediated the out-of-class activities’ impact and directly impacted educator’s and course performance. Educator performance is positively correlated with course performance. Overall, executives have a positive perception on institutionalized flipped classroom for MBA courses as an effective provision form. The flipped classroom is able to mobilize their experiences and enrich learners’ educational experience.

Only one unit of the higher education organization was studied, and the authors do not consider indirect effects of the environment on variable’s relationships nor the indirect effects whose would be a suggested for future studies.

The present study provides new insights on flipped classroom. This study evidenced that flipped classroom planned and standardized in an institutional level positively impacts the outcome within the context of executive education.

Supply chains (SCs) depend on interorganizational relationships (IORs) to function optimally, yet crises may lessen the knowledge flows therein. This paper aims to address this issue by proposing a mediation effect between knowledge generation and market orientation by crisis perception in SC.

Partial least square structural equation modeling was used to test the hypotheses. Data collection comprised 279 full answers of business-to-business organizations in global SCs.

The data provide evidence that, contrary to the extant literature, knowledge generation during a crisis in a SC does not mitigate crisis perception. In addition, findings suggest there are no significant differences between manufacturing and service SCs in sensemaking during crises and that during crises, SC links diminish cooperation in terms of knowledge generation and sharing and focus on individual performance.

The authors have found a conflicting theoretical issue – while extant literature posits setting IORs lead to high sunk cost, making IOR channels costly and reliable for information flows during crises, the behavioral perspective posits that when crises hit, exogenous shocks induce inwards focus diminishing information flows. The results provide insights on this seemingly inconsistent scenario and point to future avenues of research.

The authors investigated how emotional intelligence (EI) affects the relationship between project managers' (PMgs) expertise and experience and project success for both the team and client.

This study collected 290 valid responses from IT project managers. The results were analyzed using an ordinary least squares (OLS) regression, with Process v4.0 procedure and the Johnson-Neyman (JN) technique to assess the moderating effect of the level of EI.

Results showed that moderate levels of EI can enhance the impact of PMgs' experience on the project client, while higher levels of EI are necessary to positively impact the team. Moderate levels of EI can improve PMgs' expertise impact on the project team, increasing their effectiveness in interactions with clients and other stakeholders.

It is recommended to consider emotional intelligence alongside technical skills when selecting project managers to address emotional labor, stress, stakeholder management and agility. Providing EI training and experiential learning opportunities internally can improve project managers' emotional intelligence.

This study contributes to the literature on emotional intelligence and project management, highlighting the relationship between technical skills and emotional intelligence levels of PMgs. This research emphasizes the significance of experience and EI in project management, particularly in overseeing complex projects. Additionally, moderate levels of EI enhance PMgs' effectiveness in engaging with stakeholders closely involved in projects.

Mission statements are usually related to strategic management and elements related to the organization's identity. Catholic higher education organizations (CHEOs) identity is based on the Charisma of the founder of the Catholic order or congregation. If in contradiction, it puts their organizational legitimacy at risk. If organizations deviate from their identity, it means a mission drift. Even more severe is when mission statements are misaligned with the identity. In this study, the authors seek better understand the mission drift by the misalignment between the mission statement and the organizational identity of the CHEOs.

The authors examine the mission statements of 112 Catholic CHEOs in Brazil. They used lexical analysis based on descending hierarchical classification and post-factorial analysis. They analyzed the vocabularies of each class extracted from the descending hierarchical classification and determine the presence or absence of the Charisma.

The results indicate that aspects of Catholic identity through the Charisma are manifested in the organizational mission but are not predominant. There is a variation of the mission statements relative to the Charisma of the orders and congregations. A significant part manifests generically. They respond in a similar and isomorphic way or to internal institutional pressures of CHEOs.

The authors empirically identified a mission drift, considering the mismatch between the mission statement and the Charisma. The authors emphasize that for organizational identity to manifest, it should consider the identity that emerges from the founder's Charisma. This influence must appear in central elements of the organizational identity, such as the mission statements.

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.

Doctoral programs are primarily intended to train new professors and researchers to take positions requiring research competency. This paper aims to observe the scientific production of 734 Brazilian new PhDs in management and the possible link between the scientific output of the graduates and doctoral program rank.

Methodologically, the authors built a database collecting the journal publications of the first six years after doctoral degree of all PhDs in management graduated by Brazilian doctoral programs during the period of 1998-2008. The authors use cluster and descriptive analysis to explore PhD publication.

Results show a great disparity of productivity, where 10 per cent of all new PhDs account for most of the Brazilian research productivity, while most of the PhDs have a very low performance – and that the CAPES (the Brazilian institutional system) qualification of doctoral programs is not a good predictor of the performance of the future graduates. Results are discussed to understand this productivity gap among researchers in a context of a developing country where support institutions are working to improve quantity and quality of publication.

The results are useful for recruiters that need to decide between hiring new PhDs with low productivity graduated from high-ranked programs or new PhDs with high productivity from programs with more modest ranking. At least in part, the authors’ results question the real impact that the doctoral program’s prestige has on the performance of its graduates.

There are implications for the future candidates to a management PhD program, for the Directors of these programs and for the institutional agencies that regulate and promote science and that establish the prevailing rules and norms that researchers and institutions follow.

The results are adamant in pointing out that there is a small group of highly productive new PhDs – that the authors called “stars”. Generally speaking, they may find these “star” new PhDs in several doctoral programs. They have also found that some of the new PhDs have a relatively higher level of international papers published, but not necessarily a larger volume of publications. Meanwhile, most PhDs present a very low level of performance. This has important contributions to the way they perceive the doctoral education in management, especially in Ibero-America, revealing insights about the quality of PhDs and PhD courses.

This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.

This study collected 253 valid responses from project managers, using a validated IS scale and project success scale. The results were analyzed using nonparametric correlation due to the nature of the data.

The dimensions of success are interrelated, and IS, considering the barriers to knowledge transfer, is negatively related to all of these dimensions. This confirms the importance of the behavior of the individual and the team, rather than only formal processes to avoid IS and positively impact the success of projects.

The tacit and behavioral component of knowledge management needs to be further explored in practice. Project management activities need to pay greater attention to knowledge development, knowledge transfer and learning between those involved in the project and within a company.

The study provides a better understanding of knowledge transfer barriers, represented by the IS construct, to the success of projects. The success of projects depends on the relationship with teams that include members of organizational sectors not related to the existence of permanent project management teams. The relationship contributes to the successful transfer of knowledge between the recipient and the source of knowledge according to the recipient's needs.